From interruption to disruption
As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change.
Viewing COVID-19 as a temporary (albeit extended) interruption to endure, after which things will return to normal, will rob us of a rare, perhaps even unique, opportunity to learn.
As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change.
Episodes and cycles of this nature (although hopefully not of this scale) are set to become more frequent as we move into and learn to operate in increasingly complex environments.
This is not an unpredicted, one-off occurrence, rather it is shining an uncomfortably bright light on the impact of global social and political issues. It is also illuminating the kinds of challenges organizations will need to become adept at managing to both survive and thrive over the coming years.
When viewed from this context, we have a unique opportunity to rapidly develop individual and organizational capabilities both to ‘humanely navigate’ the current situation and to learn how we can operate effectively in this emerging new world.