Building Back Better

The phrase “Building Back Better” was first used by the UN in 2006 on the 2nd anniversary of the Indian Ocean Tsunami.

The CBI Director General, Dame Carolyn Fairbairn, used the same phrase recently in laying out pointers for the UK’s economic recovery.

Its meaning won’t be lost on progressive CEOs and top leaders, but the degree to which it’s understood and applied will vary.  No doubt, like most industry leaders, you’re thinking carefully about what you can do to get back strongly during the Covid-19 pandemic.

Some will talk about continuous improvement, where everything is nudged along systematically in a positive direction.  Others see it as a step change or radical improvement in key performance areas.

The difference between trickle and shock depends most likely on the leadership’s depth of vision; degree of understanding of the business environment and grasp of what’s being done by the most progressive.

If we rely for crisis leadership on people who have been in our company for many years, we should ask where they’re learning what the best are doing and what we need to do?

Do they know what “good looks like”?  Do they understand what is possible and necessary to grow market share and beat opposition in the race back?

Do they understand the trends and possibilities, for example, in localising, shortening and accelerating supply chains; increasing manufacturing agility; embracing digital, A-I and Big Data; dramatically improving consumer interaction; enhancing communications technology and applying safe distancing work practices?

You can’t learn all this by attending conferences or reading books and articles. The way to learn it is to live it. Without personal experience, the path will be long and will lag the best.

All significant improvement requires a leader who has seen and worked with the most advanced. He or she can bring those learnings to your company by defining and planning a progressive and realistic direction. This is not just to catch up, but to overtake by being faster, better and more focussed. 

Clearly there is no “strategy cut and paste” and there will be resistance to introducing what may be unwelcome “foreign” concepts.  So, it requires understanding of your business; introducing new ideas; engaging with and selling to your leadership team and building the support needed to make it happen.

Consultants may do this, but they’re expensive, they’re steered by the existing leadership and tend to take most learnings away with them.  It’s more efficient and cost effective to take on an enlightened person at the helm to introduce, develop and retain the capabilities in your Company or Division.

One such person, introduced onto your top leadership team, can dramatically improve your chances to advance rapidly and grow ahead of the rest, by building back better.

But do it now!