Recession, depression, and disaster – or a unique opportunity?

We live in an exceptional time, lined with uncertainty and concern for the future. The intrusion of the coronavirus and subsequent bursts mean that we need to rethink it entirely. Aliceco’s founder Viktor Ekman writes about how business development functions right now.

Changing conditions is nothing new. If we look back over the past 50 years, the outside world has changed quite significantly.

We are many who have already established that a paradigm shift is on the rise with digitalization and the Industrial Revolution 4.0. But a major event, some form of “tsunami” is often required for it to take off. The corona epidemic may well be the catalyst that accelerates development for this time.

When it comes to business development it is a concept that comes to its full right when things start to move. In the first place, business development is about adapting the business to the customer’s needs and expectations.

When conditions change completely or partially people will see and behave differently than before. But the moments of turmoil that arise at uncertain times, which lead to fear, worry, and uncertainty, are at the same time “perfect raw materials” that can be converted into high-octane fuel through proper management and thus transformed into driving power.

If we handle the situation properly we can find solutions and innovations to deal with the challenges and problems we face. But it takes courage and action. As a leader or co-worker, it is everyone’s task not to fall into long-term discouragement and distress. Everyone bears responsibility for keeping the boat afloat.

Just as with design and art, it is rarely nature that impresses the architect, but the architect who takes the impression of nature. If we ask nature, it is not necessarily the strongest that survives, but the most adaptable one.

Take advantage of the Attacc method’s 6 steps in the corona crisis

  1. Create engagement. Whether the staff is at work or on leave: Keep a high level of communication activity. Engage and keep the dialogue tight!
  2. Have a clear goal. Engage the staff by using these challenging times as a type of obstacle course that we’ll go through together. 
  3. Cooperate. Collaboration is the key to everyday life in the company. Cover up for the colleague when they need to pick up the children and maintain consistently good communication and responsibility in all tasks.
  4. Think about your attitude. As a leader in these times, it is important to have a positive attitude. Try to anchor it among the staff along with the company’s goal.
  5. Be responsive to the customer. Keep a close cooperation with the customer and if possible develop an even better relationship with the customer. It is in times of crisis that you have the opportunity to show what kind of business you are..
  6. Cost-effective leadership. Here are two ways to go: 1. For the tedious: Embrace the “Cautious General” principle. Review ongoing costs, avoid unnecessary expenses, get your daily work running as smoothly as possible. 2. For the bold: Look ahead, vision, and act. Extend and repair while the stable is empty. Invested capital under the status quo often gives the best exchange over time.