This moment currently referred to as Crisis, if analyzed apart from its usual formatting, opens unexpected opportunities for us to choose our future.
Opportunities for professional growth, opportunities for new deals, political opportunities, opportunities to redraw the geographies inside and outside of us and opportunities to surprise ourselves with who we really are.
Attracting or persuading companies to respond strategically to the downsizing of markets is a global challenge that grows exponentially here because of a communication problem, fed by the culture’s ideological system.
We’d like to highlight a peculiarity of the situation of companies operating in Brazil: the possibility of finding new opportunities and niches, just by exploring global perplexity. Creating products, reformulating concepts and procedures, launching new trends and needs, reconceptualizing businesses and partnerships, creating new networks. Our question is: why on earth isn’t this possibility explored? Why doesn’t the media open space to this new exploratory mindset?
The prospect for transformative opportunities solely demands a certain way of thinking, specific for moments of crisis, that can be summarized as rethinking strategically.
Innovating products and concepts comes later. We’re not taking the role of innovation for granted, for so much time and effort we have dedicated to it. It’s just that, in the context of a crisis we can’t risk promoting innovation based on old strategies.
Once in a crisis, redesigning strategies is the most urgent thing to do, to avoid the risk of sinking into the routine of “doing the right thing”, being this thing whatever used to be right. It’s the time to look ahead.
Everybody wants to “do the right thing”
Massive lay-offs are the resource company owners and executives are using to cut down on costs in the face of the threat – well, at this point, a bit more than just a threat – of market downsizing. As a rule, these companies are doing “the right thing”.
In the meantime, the federal government is accelerating public investment and, at the same time, pumping up money to make access to credit easier. These are also “right things to do”.
We don’t hear, however, a single word of renewal or metamorphosis from the companies, nor see any sign of excavations in search of hidden opportunities. That would be a strategy.
Also, there’s no sign that the government is empowering its departments and agencies to help capacitate companies with a method of rethinking that would lead them to invent opportunities during the Crisis. And this very strategy of innovating companies through strategic thought is exactly what’s missing. What’s also missing is this ‘flirt’ with the Crisis, this closer contact that would allow us to unravel its secrets; and all it takes for this ‘flirt’ to succeed is the methodology of Transformative Rethinking.
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