As an organisation, we provide services to our customers. We have a strategy. We have plans. Are these still valid in the time of COVID-19?
We know we’re not alone in working through this, and we know not every business is in a situation where they have much in their control at the moment. There is so much uncertainty.
Because of that uncertainty, we are testing a simple Three Horizons of Change Playbook as a navigational tool to help ourselves explore what we can and should do for our people, our customers and our organisation through this time. In the spirit of experimentation and transparency, we invite you to try it out for your own organisation.
A few years ago, I was diagnosed with frozen shoulder. While common, it’s not a very well-understood condition, and there are many theories and treatments surrounding it. Google is not your friend if you’re trying to find answers. I was told that it would ultimately go away, but no one could tell me when. I was told I could do some things that might help, but there were many things out of my control. Feeling quite lost, a doctor told me something I could hold on to, something tangible that could guide me, even if it wasn’t an answer or a fix:
“I can’t tell you how long you will experience this. If I look at ‘typical’ experiences, It could last as little as six months, or as long as two years, and we don’t know why it goes one way or another. What we do know is that there are three phases you’ll go through, and we can’t predict how long each will take, but there are signals that will tell you where you are in the process.”
Each phase was a signal. If I was going to have frozen shoulder disrupt my life for an uncertain amount of time, at least knowing it wouldn’t be like this forever was promising. Even though there was a good chance I would never get my full range back, there was a chance I could. It gave me hope and motivation to keep moving through it.
While clearly different situations, the similarities with the frozen shoulder guidance were useful in thinking about what we are going through now. Using the three phases, we translated that into characteristics that can help us break down our thinking about what we could do with and for our people, our customers and our business.
This is the horizon we see ourselves currently in. We are in full reaction mode, as the pain of massive changes to our communities, families and organisations come at us with every press conference. We’re constantly trying to grasp what this is and what it will mean for us. There is little time to plan; you can only really react and decisions feel rushed.
This is a time where we feel pressured to have it all figured out, while knowing the constant change makes it impossible to feel settled. We are trying to do our work and deliver our products and services in the way we always have, but we are confronted with the fact that that is either not possible due to constraints on ourselves or constraints and pressures put on our people and our customers.
This is the time when there is a little bit of calm. Things definitely aren’t back to where they were. There may be a better sense around the boundaries the restrictions make and how long our society and economy might be in a holding pattern. With the temporary certainty, there is a little space to think, plan and improve on the shifts that were initially made in haste and to plan ahead.
This is a critical horizon to take advantage of, because of the temporary steadiness. We have to do two things:
Signals will come trickling out. We’ll see other countries starting to come into emergence before us, so we will be watching in anticipation to see what they do. We might get signals within our own country that there is a willingness to ‘open up’ again. With this will come a surge of anxiety of distrust. Should we? How do we? Do we just go back to how we were? How do we need to change? What is normal? Since the signals will come from different directions, different speeds and have different meaning, the anxiety (and anticipation) will rise again.
There will be a propensity to go into reactive mode again, just as we were in Shifting. The advantage we have is knowing this horizon will come. This is why we must use Sheltering as a time to work through how we will take in data points and how we will make decisions.
Some assumptions we have using these horizons:
If you’re struggling to figure out what you and your teams should focus on, or where to even begin, we invite you to test out these horizons in your context. Sign up to get The Three Horizons Playbook, and we’ll also be hosting a Zoom session to walk through the playbook and share ideas for how to use it.