Some companies have been extremely lucky in the past 18 months. They’ve enjoyed just the right change of trend to make the COVID crisis a huge opportunity. Their profits have skyrocketed.
This week, on one of my sales calls, the CEO at a prospective client company told me that they just closed the biggest fiscal year ever (in 40 years).
“So, why would you want to revisit your strategy with a new narrative in that case?”, I asked him.
“As an organization, I feel like we’re not on the same page about what’s coming up next. We’ve feasted, but we’ve also lost track of what brings us together. And it’s hidden by our short-term success”, he replied.
Interestingly, I hear the opposite message from organizations that struggled and survived the crisis.
They were forced to stay focused on fighting the same enemy, confirmed their values, and made tough decisions together (not necessarily laying off people by the way).
It’s like these tough times validated who they are as a group, as leaders. They had a chance to crystalize and live the strategic narrative by which they operate.
Now, they’re rebounding extremely fast financially.
- Strategic narratives die or revive during moments of struggle.
- Making more money is not a strategic narrative.