{"id":9576,"date":"2020-12-01T05:57:09","date_gmt":"2020-12-01T05:57:09","guid":{"rendered":"https:\/\/ca.syspro.com\/blog\/rebooting-2020-the-ceo-perspective\/"},"modified":"2021-03-04T14:51:20","modified_gmt":"2021-03-04T14:51:20","slug":"rebooting-2020-the-ceo-perspective","status":"publish","type":"post","link":"https:\/\/ca.syspro.com\/blog\/erp-and-technology\/rebooting-2020-the-ceo-perspective\/","title":{"rendered":"Rebooting 2020 \u2013 The CEO Perspective"},"content":{"rendered":"

As we come to the end of a tumultuous year, some writers have mused what we would do if we could reboot 2020. Reboot is a term that has become familiar through using computers. In the same way that rebooting a computer changes the way it is operating, when you reboot you change how you currently operate. It means to start something or do something again, in a way that is new and different.<\/p>\n

<\/p>\n

As a CEO, how about applying that to your business, how and what would you change? As the World Economic Forum has pointed out:<\/p>\n

\u201cthe pandemic represents a rare but narrow window of opportunity to reflect, reimagine, and reset our world\u201d<\/a><\/strong><\/p>\n

Reboot steps<\/strong><\/h2>\n

Most of the major consulting companies have a proprietary methodology for business recovery post-COVID. They all follow a similar pattern which might be summarized in four steps.<\/p>\n

    \n
  1. Review \u2013 consider what did and did not work before, what has been learned, what was missed. Re-assess options based on the understanding that a reboot requires a mind-set change.<\/li>\n
  2. Innovate \u2013 identify new strategies and options, including bringing in people with different perspectives to get you out of your comfort zone.<\/li>\n
  3. Commit \u2013 define your destination, create a playbook, and then implement it. Importantly, re-engage with your staff to get their full buy-in and contributions to the playbook.<\/li>\n
  4. Reboot \u2013 take the actions needed to prioritize and realign processes, technology, and the workforce to reach the destination.<\/li>\n<\/ol>\n

    Going through these steps requires that a CEO institutes an attitude and culture that is open-minded, bold, and willing to make the necessary investments. In particular, the CEO will need to accept that this will be a project that recognizes the rise and role of digital technology.<\/p>\n

    1. Review<\/strong><\/h2>\n

    For the last few years, businesses have created bureaucracy, complexity, and overheads. For each new director or executive, when changing products or launching new ones, or moving into new territory, a new layer of \u201cstuff\u201d is added. It is rare to take anything away.<\/p>\n

    This is the step where you evaluate technical debt. As the organization grows, it\u2019s quite natural to add systems that cannot be simply removed. Not all technical debt is bad, as not all financial debt is bad, but like financial debt, you have to be careful what technical debt you incur. Over time, accumulated debt can slow your business down.<\/p>\n

    This is where the CEO:<\/strong><\/h3>\n