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Developing and Implementing Business Strategy in a Post-pandemic World


Developing and Implementing Business Strategy in a Post-pandemic World

Belden Menkus shares a practical post that summarizes how to rebuild your business strategy process for a post-pandemic world.

Covid-19 has caused broad acceleration of existing trends. So, what does this mean for strategy – particularly how organisations develop and implement them?  

This is the second of three articles in which I explore the impact of Covid on strategy. The first is at:

In several months we have seen change across multiple areas that we might have expected to take years: technology adoption, lifestyles and workstyles, identity and belonging, political power. These individual changes combine and reinforce each other, leading to unexpected outcomes – and then further, even faster change. 

As it has in many areas, Covid has accelerated existing trends in strategy: 

1) Goal (financial) >> metrics of value (financial and non-financial)

Profit, share value or cashflow >> financial adequacy, environmental sustainability, community and employee development, among many others.

2) Exclusive >> inclusive

Top team (plus strategy specialists) >> internal working groups and external stakeholder participation. 

Secret >> widely shared.” 

Command and control silo-based implementation >> empowerment and coordinated cross-organisation action.


Key points include:

  • Assumption of predictability >> acceptance of unpredictability
  • Destination and roadmap >> identity and choices
  • Event >> process


Read the full article, Rebuild your strategy process for a post-Covid world, on LinkedIn.