September 15, 2020 7 minutes read Viewpoints revealed by Business owner factors are their own.

“It’s not disappearing, and we have to face that truth.” That’s what the CEO and founder of a modern manufacturing startup with 180 workers informed his in early July to convince them they needed a strategic pivot to deal with COVID-19.

Previously, the start-up’s executives took things one step at a time, putting out the various COVID-related fires that flared: supply chain disturbances, canceled orders, staff members having troubles with work-from-home setups or requiring flex-time to handle kids or elderly relatives.Seeing more of the broad

photo, the CEO understood the business was going in the wrong direction. One of the board members suggested my recently-published book on strategic rotating to adjust to COVID and prepare for the post-pandemic recovery.After a quick read, the CEO encouraged the other management team that the business needed to do a strategic pivot to resolve COVID. He had his executive assistant contact me

and schedule a helped with tactical retreat devoted to attending to the pandemic, which became my sixth of nine such engagements so far. This article summarizes my experiences helping a range of business– five start-ups, 3 established middle-markets and an organization unit of a Fortune 300 company– pivot for our new irregular reality.Related: 5 Changes for Business Leaders to Think About Going Forward Challenging business model assumptions Inevitably, the primary step is reassessing assumptions about the company’s company model.

That indicates preliminary brief conferences with the leadership group where we talk about

the kind of fires they are facing.For example, the production startup faced a new challenge in selling its modern items. Understood for its remarkable quality, the products were flying off the rack formerly; the business in fact had difficulty keeping up with demand.Now, the start-up’s salespeople reported that the decision-making procedure altered. Accounting put far more pressure on operations supervisors to show that the quality of the items brought adequate ROI. Couldn’t they get by with lower-cost options?While the startup invested in innovation to make sure the quality of its

high-tech items, it didn’t have a clear measurement of ROI for the development. After all, operations people concentrated on quality, not ROI. As an outcome, some of its clients, with apologies, selected to purchase lower-cost alternatives.Other companies faced a range of similar issues

, in sales and other locations. Often, the news came as a surprise to other members of the leadership team, even the CEO; all were hectic combating fires in their own areas.Gathering internal information With more awareness of the business model presumptions challenged by the pandemic, the next action involves event internal details for a revised method and company model.Those who lead a department and are present at the strategic retreat gather feedback from their direct reports on how to modify each department’s objectives, structure and relationship to clients(external or internal)because of the challenged presumptions in either of three scenarios.In the first