A relevant business is a resilient business. Which is to say a relevant business is both agile and adaptive, able to go from manufacturing consumer goods to serving the common good; able to transition from assembling vehicles to producing ventilators; able to go from starting fashion trends to setting a precedent by fashioning clothes into face masks; able to employ its skills and keep its workers employed.
Relevance is essential in a pandemic, because an unprecedented crisis demands an equal and unprecedented response. Be it the response by colleges and universities, be it the responsiveness of students too, during the switch from physical classrooms to online classes and distance learning. Be it the response of a leader like Elon Musk, whose accomplishments include running Tesla while sending astronauts to the International Space Station. Be it the response by individuals worldwide, transcending differences by uniting to find a treatment or cure for COVID-19.
Resilience in Action
Look to the stars to see resilience. Look to your screens to watch resilience in action, as a countdown becomes a liftoff. Look at the example of SpaceX, as its rocket slips the surly bonds of earth.
The point is: Actions are the ultimate expression of resilience. What an organization chooses to say, what a business chooses to do, what an institution chooses to be—each of these things is an act of intention. Even inaction is a choice; sometimes it is the wisest course of action, when the alternative threatens to worsen an already bad situation.
Resilience is also the expression of words, from the way a brand conveys its message to the manner in which a CEO communicates a message. Take, for instance, the advertising battle between Microsoft Teams and Zoom. The battle is relevant because the timing is right. Now is the time for businesses to speak about specific services, on behalf of specific consumers, for specific needs.
What do you want your business to say? What do you want your consumers to know? What do you want your consumers to do? If you are a restauranteur or hotelier, how do you stay relevant when you are not open for business? In a word: communicate.
Eric Ripert, chef and co-owner of Le Bernardin, says:
“We may lack a little bit of refinement here and there, but I think what’s going to compensate for that…We love to create an experience, but I think it’s going to be a lot of collegiality that we haven’t seen in every restaurant and hotels and bars and cafes. And that will definitely compensate for the lack of details or perfection in the details. And slowly but surely we will go back to the level of refinement or level of excellence that we are supposed to deliver.”
Ripert’s candor is an advantage, not a liability. He is direct without being dire. He is optimistic without sounding unrealistic.
Relevance comes from initiatives that are relevant, like Lead With Care: a partnership between Four Seasons Hotels and Resorts and Johns Hopkins Medicine International.
“Within this new environment, our singular goal is to provide guests, residents and employees with the confidence and assurance that their health and safety is our first priority,” says John Davison, President and Chief Executive Officer, Four Seasons Hotels and Resorts.
“We are incredibly proud to work alongside the renowned experts at Johns Hopkins Medicine International, leveraging their global expertise to strengthen our already stringent health and safety measures through our new Lead With Care program.”
Creating Your Future
At tritiumDX we help our clients answer the questions that most concern them. We help them ask the right questions, so we can prepare them to be swift in their responsiveness and successful in the responses they provide.
The ability to turn on a dime is a necessity in our “new normal” of pandemic and recession. In spite of these things, we need not be afraid. With the resilience to be relevant, we have the will to thrive.