<p>In this article you will get exposure to </p> <ul><li><b data-redactor-tag="b">1. </b><b data-redactor-tag="b">38 Key Focus Areas – if You are the chief of your business – AND have to create momentum for your business</b></li> <li>2. <b data-redactor-tag="b">29+ CORE Sectors - where Changes, Disruptions, Disasters, Challenges, Opportunities Exists</b></li></ul> <p><b data-redactor-tag="b"><br></b></p><p><b data-redactor-tag="b">In few of the sectors post Covid19 – it is going to be disaster, gloom and doom for many of the existing players</b> – who were doing well earlier.</p><p>BUT – <b data-redactor-tag="b">it also has hidden opportunities</b> – for businesses looking for WHAT-next disruptive ideas <b data-redactor-tag="b">to satisfy the most common natural human needs.</b></p><p>In this article – <b data-redactor-tag="b">I have listed and highlighted the Changes, the Disruptions, the Disasters, the hidden-Opportunities, the Way-forward and the Road-maps</b> Post-Covid19 vis-a-vis <b data-redactor-tag="b">our basic human needs</b>.</p><p><b data-redactor-tag="b">It is definitely not going to be easy finding long-term winners</b> – YET – businesses and people <b data-redactor-tag="b">are going to identify them AND they would be the trailblazers and new economy drivers.</b></p><p>During this <b data-redactor-tag="b">current mammoth crises</b> – it is very easy to <b data-redactor-tag="b">predict failures, losses and write-offs</b> [although that is happening at a greater rate too than anyone could ever have imagined] .</p><p><b data-redactor-tag="b">YET opportunities of immense proportions exist too within</b>.</p><p><b data-redactor-tag="b">Reopening economy after almost complete shut-down is something that has never before attempted</b> - much less reopen it in the setting of an ongoing pandemic. </p><p><b data-redactor-tag="b">There is no returning to earlier-normal</b> - But certainly we have to discover and create a new way-forward.</p><p>Most of <b data-redactor-tag="b">us can't be expected to have proven strategies and action-plans</b> which could handle this type of complex uncertainties and chaos.</p><p>The <b data-redactor-tag="b">best outcomes will come from common sense, presence of mind and agility to spot the changes, trends and find opportunities</b> within AND from acting on them immediately – without waiting for the perfect moment.</p><p>If <b data-redactor-tag="b">we fail to take actions fast – chances of getting run over from our competitors</b> who could be responding faster – is very high.</p><p>We <b data-redactor-tag="b">also have to disrupt the existing</b> business and revenue models, marketing channels, products, services and current-value-offerings by changing strategies and assumptions – <b data-redactor-tag="b">while maintaining the momentum.</b></p><p><b data-redactor-tag="b">We are in the midst of the largest decline in demand and fall in consumption</b> - in the history of mankind.</p><p><b data-redactor-tag="b">And this pendulum of consumption and demand might not swing back fully</b> once the outbreak has been managed effectively. </p><p><b data-redactor-tag="b">All our consumers are recalibrating their spending behaviors and mindsets</b> - having been jolted by such unprecedented shocking, upsetting and uncertain changes.</p><p><b data-redactor-tag="b">Unless our consumers decide to accept sickness and death as acceptable byproducts of their interactions</b> – it is unlikely the economy will fully recover.</p><p><b data-redactor-tag="b">This crisis has also unlocked a lot of creativity in people</b> – and in all professions people at every levels are experimenting and developing new concepts – <b data-redactor-tag="b">but- not every concept will be widely adopted or would become a long-term opportunity</b>.</p><p><b data-redactor-tag="b">29+ CORE Sectors - where Changes, Disruptions, Disasters, Challenges, Opportunities Exists</b> – kindly add whatever sector, field, areas I have missed</p><p><b data-redactor-tag="b">Many of these changes are paradoxical</b> – that is why there are opportunities hidden within them</p> <ul><li><b data-redactor-tag="b">I.</b><b data-redactor-tag="b">OUR SOCIAL Needs</b></li> <li>1.MAN IS BY NATURE SOCIAL – OUR SOCIAL-NEED - to relax, to entertain, to travel, to party, to have large gatherings and interactions -like big weddings, sales-events etc. etc.</li> <li>2.Earlier people could leave their houses to go to movie theatres, go shopping, buy anything that pleased them irrespective of its value-life, purchase non-essential goods and used to travel domestically and internationally more or less freely.</li> <li>3.Will these come back to those standards and levels - we had become used to – DIFFICULT to SAY – it may come back to more relaxed situation. BUT WILL IT come back exactly to the SAME level BEFORE SAY JUNE 2019 – DOES NOT LOOK LIKELY</li> <li><b data-redactor-tag="b">II.</b><b data-redactor-tag="b">Need for Extensive Activity monitoring Tools</b></li> <li>1.Remote learning (training centers and</li> <li>2.universities) will have to have tools to identify and track students to prevent cheating say during examinations etc.</li> <li>3.Working from home also may need similar tools</li> <li>4.Many employers want to see track what heir employees are doing during official working hours – are they delivering the value and tasks they are supposed to</li> <li>5.Our customers would definitely want to feel reassured about the health-safety aspect in the supply chain – like whether these employees are safe </li> <li><b data-redactor-tag="b">III.</b><b data-redactor-tag="b">BELIEF IN GOD – even this is an opportunity for the creatives to encash</b></li> <li>1.For many people their belief in God would be completely shattered</li> <li>2.On the other hand, many will embrace GOD and religion with more </li> <li><b data-redactor-tag="b">IV.</b><b data-redactor-tag="b">Mental Health</b></li> <li>1.Mental Emotional Issues getting created because of Job and livelihood loss</li> <li>2.Losing the savings OR dipping into the next build for retirement or special events</li> <li>3.Frustrating job searches</li> <li>4.Relationship issues</li> <li>5.Children welfare issues </li> <li>6.Inability to adjust with newer realities, shocks, upsets and chaos</li> <li><b data-redactor-tag="b">V.</b><b data-redactor-tag="b">Our Relationships </b></li> <li>1.Especially parental, marital - Due to staying together in close proximity for extended period</li> <li><b data-redactor-tag="b">VI.</b><b data-redactor-tag="b">Dating, Courtship, Love-birds</b></li> <li>1.This category gets impacted very badly – with the hotel, gyms, movie-halls, shopping-malls getting impacted</li> <li>2.All these would make love exorbitantly expensive</li> <li>3.Newer ways and spaces to meet has to be invented</li> <li><b data-redactor-tag="b">VII.</b><b data-redactor-tag="b">New technologies in Health Monitoring</b></li> <li>1.Telemedicine and Tele-medical-Consulting</li> <li>2.Strangely the private-hospital revenues have seen drastic reductions - as people are afraid going to a clinic/hospital where there could be a high chance of getting infected</li> <li>3.Elective procedures have been postponed </li> <li>4.Some types of OPD Patients may prefer online consultations with doctors</li> <li><b data-redactor-tag="b">VIII.</b><b data-redactor-tag="b">Legal Scenario</b></li> <li>1.This industry was never considered as something for online/remote </li> <li>2.The benefits of introducing remote and digital tools in this fields are unimaginable</li> <li>3.But then the challenges too in authentication, fairness, accessibility, privacy etc. etc.</li> <li><b data-redactor-tag="b">IX.</b><b data-redactor-tag="b">More effective Remote work tools</b></li> <li>1.All of us know how ZOOM became number one in matter of days during lockdowns</li> <li>2.Most of the work conferences will happen remote and online</li> <li><b data-redactor-tag="b">X.</b><b data-redactor-tag="b">Our Jobs</b></li> <li>1.We were used to going to work, commuting daily, having a break from home-atmosphere</li> <li>2.For many of us – the home was a place to come back to – to relax – to leave all worries of our outer world OUTSIDE</li> <li>3.Now with – many organizations discovering the huge-cost-savings of WFM – working from home</li> <li>4.Many jobs would either be redundant or made strictly in WFM mode</li> <li>5.So the types of dynamics at home would undergo tremendous change – some positive and some definitely stressful</li> <li>6.Now if your organization allows – going to work may feel like going for vacations</li> <li>7.With many jobs not being needed – all of us get ourselves re-skilled into something that can make us earn money to survive</li> <li><b data-redactor-tag="b">XI.</b><b data-redactor-tag="b">Education and qualifications</b></li> <li>1.With global recession, mass-lay-offs, businesses and industries closing down as well as collapsing – the opportunities for many of the standard courses would vanish</li> <li>2.Universities and institutes will have to come up with new skills-based courses which are needed right now</li> <li>3.Certificates, diplomas and degrees may have value if only you have come out the top ones </li> <li><b data-redactor-tag="b">XII.</b><b data-redactor-tag="b">School, Colleges and Universities</b></li> <li>1.We have to get used to children, student and teachers – doing studies through various channels, medium and spaces</li> <li>2.The way things are taught and learned is going to be different</li> <li>3.Newer and newer methods and tools are going to invented and used </li> <li><b data-redactor-tag="b">XIII.</b><b data-redactor-tag="b">Commuting</b></li> <li>1.Earlier many of us used public transport to commute – busses, cabs, metros etc.</li> <li>2.With WFM culture that public transport usages would get limited to people who don't have any other choice</li> <li>3.Paradoxically – there would be many more private cars, motorbikes etc. on the road – because of the mis-trust on the others to maintain the hygiene</li> <li><b data-redactor-tag="b">XIV.</b><b data-redactor-tag="b">Travel</b></li> <li>1.We were used to travel for leisure, pleasure, work, social, and religious purposes as well as on emergency reasons</li> <li>2.Now with organizations restricting the travel to only most essential – the travel for work would see a sharp-fall</li> <li>3.Because for airlines – corporate-travelers are major chunk of business – when this shrink – their profitability and growth too will get impacted very badly</li> <li>4.So the airlines would become very expensive as some cost can't be reduced even if less people are travelling – many airlines will go bankrupt </li> <li>5.Travel for leisure and pleasure would also see decline – as leave-travel benefit would almost be the one that corporates cut PLUS due to massive lay-offs and business closers – people may not have enough money to be spent on these</li> <li>6.If all these happens what happens to the HOTEL industry – many would either closed down permanently or temporarily – many will go bust</li> <li><b data-redactor-tag="b">XV.</b><b data-redactor-tag="b">Hotels</b></li> <li>1.When people travel – they have to stay some place – hotels, guest-houses, studio-apartments and AIRbnb types of accommodation met this need very effectively</li> <li>2.When people travel less – the cost of maintaining a large property and hotels would still be same – but no profitability – how many can sustain that for how long is the question</li> <li>3.Yes the properties with decent facilities and less overheads may survive and encash – if they market themselves well</li> <li>4.Many-many different producers, suppliers and manufacturers depend on Hotels – their livelihood too come under attack </li> <li>5.Considering all these and many other factors – the cost is bound to go up</li> <li>6.But the income for both the individuals as well as businesses [barring few sectors and industries] – will not be increasing in near future soon</li> <li>7.So the spending will go down and impact all these business negatively</li> <li>8.Yes hotels would be better-off in converting their properties into hospitals – if they market themselves well and provide high-quality healthcare – they may actually get profitable within few years</li> <li><b data-redactor-tag="b">XVI.</b><b data-redactor-tag="b">Dining/Eating out</b></li> <li>1.This is one of the luxuries as well as our entertainment and relaxation needs</li> <li>2.Now with restaurants putting plexiglass and similar contraptions – would the pleasure of dining-out will be same – you ask yourself</li> <li>3.Then could restaurants afford the cost of these add-ons – if they do invest – from where and by when they can recover the cost</li> <li>4.If they do – it would be from the customers only – which would make the cost so high – that a miniscule percentage of people only would be able to actually go out and dine</li> <li>5.Many restaurants and eating joints EITHER have to turn into delivering what is their niche-specialties through innovative ways to get their loyal customers still loyal to them</li> <li>6.Most restaurants will fold – as their need to be there in the high-rent areas will not be there if all that they are doing is cooking and delivering</li> <li><b data-redactor-tag="b">XVII.</b><b data-redactor-tag="b">Leisure Choices</b></li> <li>1.The earlier choices of theatre, movie-halls, larger-event spaces etc. will definitely see a decline in user-base</li> <li>2.Some innovative ways people may find up to an extent satisfaction through drive-throughs, drive-ins types of dinning, movies etc.</li> <li>3.Newer more innovative leisure choices will come-up and vanish</li> <li>4.Unless we get used to low-touch, no-touch, very different social mingling – OUR THIS NEED – may force people to choose this pleasure over the safety after they get tired of ONLINE offerings</li> <li><b data-redactor-tag="b">XVIII.</b><b data-redactor-tag="b">Shopping-malls</b></li> <li>1.This again has similarities with hotel industry challenges post covid19</li> <li>2.High-cost BUT doubtful realization or income</li> <li>3.Some of them will have to shift to entirely new paradigm – if they want to utilize their spaces better</li> <li><b data-redactor-tag="b">XIX.</b><b data-redactor-tag="b">Corporate-Real-estate</b></li> <li>1.With WFM culture, hotels, offices, shopping-malls, businesses not having the need for that large spaces – this area will see a massive fall in the need </li> <li>2.As a result – the rentals will go down sharply especially for the prime properties and in hitherto upmarket business-districts</li> <li>3.It will be a boon for the new businesses launching startups – should their model have a need for the real-estate</li> <li><b data-redactor-tag="b">XX.</b><b data-redactor-tag="b">Changing Logistics Field</b></li> <li>1.Contact-less delivery processes </li> <li><b data-redactor-tag="b">XXI.</b><b data-redactor-tag="b">Entertainment </b></li> <li>2.Massive Varieties of Online Entertainment (OTTs) – because most of us would not be going to cinema halls, theatres and musicals</li> <li><b data-redactor-tag="b">XXII.</b><b data-redactor-tag="b">ONLINE GAMING </b></li> <li>1.Kids who have restrictions in playing outside – maybe the physical playtime may get exchanged for to online playtime</li> <li><b data-redactor-tag="b">XXIII.</b><b data-redactor-tag="b">Gyms and Health AND Online Fitness</b></li> <li>1.Like movie halls - gyms too will be shut for a long time too – thereby the opportunities in online fitness training, relaxing and meditation guidance </li> <li><b data-redactor-tag="b">XXIV.</b><b data-redactor-tag="b">Insurance</b></li> <li>1.Increase in Insurance Premiums and wider base opting for Insurances of various types and kinds</li> <li><b data-redactor-tag="b">XXV.</b><b data-redactor-tag="b">Reskilling into health care worker</b></li> <li>1.Many skills that made people employable might not be usable now – like we may not need as many retail salesmen or waiters for a long time. </li> <li>2.People would need to reskill and upskill themselves to find new jobs and a shift in job pattern would happen</li> <li><b data-redactor-tag="b">XXVI.</b><b data-redactor-tag="b">Retail </b></li> <li>1.The most impacted offline sectors in the market are Supermarkets, Restaurants and Traditional Retail. </li> <li><b data-redactor-tag="b">XXVII. </b><b data-redactor-tag="b">Grocery delivery </b></li> <li>1.This has peaked during lockdown – it would continue to have takers continue because many people would prefer not to go out to supermarkets to buy </li> <li>1.Fashion retail</li> <li>2.Live streaming of fashion using models</li> <li><b data-redactor-tag="b">XXVIII.</b><b data-redactor-tag="b">Fully autonomous drones</b></li> <li>1.Although difficult to scale up because of high cost elements – their usage would become higher</li> <li>XXIX.<b data-redactor-tag="b">Robots to manage high-risk</b> - with the potential to gain momentum in </li> <li>1.Healthcare</li> <li>2.Manufacturing</li> <li>3.All places where high levels of contacts are there</li></ul> <p><b data-redactor-tag="b">38 Key Focus Areas - You are the chief of your business </b></p><p><b data-redactor-tag="b">[This part of article deals with 3 major aspects of leadership]</b></p> <ul><li>A.Creating the right Mindset and basic understanding </li> <li>B.Key focus areas for strategies</li> <li>C.Opportunities to encash</li></ul> <p><b data-redactor-tag="b">All these three are given RANDOMLY – so please divide them under the aforesaid category yourself</b> – even if you don't it would still be adding value to unlock and create flood of ideas</p> <ul><li>1.Focusing on operational excellence, superior execution and maximizing value to all the major stakeholders </li> <li>2.Identifying the challenges as well as the opportunities [ the new business and individual growth opportunities] hidden under the maze of confusing Big-data and false assumptions </li> <li>3.Repositioning yourself and finding the cusp of scale-up</li> <li>4.Expectation of disruptions – and designing strategies based on these and readjusting them sharply with newer developments and disruptions</li> <li>5.Responding to radically changed situation and taking drastic measures to survive, pivot and sustain</li> <li>6.Accelerating transformative processes </li> <li>7.Strategic discipline to balance - Future Exploration, Growth Opportunity Identification and Business Model re-Design</li> <li>8.Coping solutions from frontrunners</li> <li>9.Incorporating the new normal of Low-touch interactions [which are causingpermanent industry shifts] - with severe health and safety measures, new human behaviors etc. etc. </li> <li>10. Mitigating the impact of the crisis- both at the macro and micro level – in fire-fighting mode</li> <li>11. Successful companies in this era will be those that adapt their business models to work with the different health measures and other challenges that Covid-19 presents.</li> <li>12. Reduced physical interactions between employees and consumers is one of the most noticeable constraints <b data-redactor-tag="b">on business-as-UNusual</b></li> <li>13. Society is restarting, but not everything may feel normal or we may never ever experience the pre-covid19 world.</li> <li>14. People are getting used to health checks, masks, rearranged workplaces, delays, less social interactions – this may create the new normal which will certainly feel normal withing few years.</li> <li>15. Certain industries will take a long time to recover. For instance, travel bans and limitations on large gatherings will impact the tourism and event industries for years to come.</li> <li>16. Fixing Broken relationships with customers</li> <li>17. Dealing with Instant drop in demand</li> <li>18. Managing sudden drying up of Cash-flow</li> <li>19. Many service businesses need to rethink how they can create an effective way to give the consumers even better experiences without having large groups of people interacting with each other</li> <li>20. Should you decide to move away from B2B to B2C your core business, you will most likely end up with a different business model</li> <li>21. Be prepared to see, learn, adopt and customized the multiple experiments launched by the large corporations when they try to tap into changing market needs</li> <li>22. The challenge is evolving – the situation from employee's perspective </li> <li>23. <b data-redactor-tag="b">Support and protect employees in this VUCA world</b>. Companies have activated no-travel and work-from-home policies for some workers and physical-distancing-at-work measures for others. </li> <li>I.For remote workers, interruptions are more frequent than in the office. </li> <li>II.Making a mental separation from a sometimes-chaotic home life is tough. </li> <li>III.Workers are finding that they don't have the skills to be successful in an extended remote environment, from networking to creating routines that drive productivity. </li> <li>IV.They worry that staying remote could make them less valuable, especially in a recessionary environment.</li> <li>V.Companies need to increase communication, balancing the needs of the business with expectation setting and morale building, so employees know that their well-being is top of mind. They also need to change working norms, making remote work practical and simple whenever possible. </li> <li>VI.And of course, they must protect people's health, with whatever measures are appropriate to the workplace: positive hygiene habits, personal protective equipment, amended sick-leave policies—whatever it takes to ensure health and safety.</li> <li>24. <b data-redactor-tag="b">Improving the experience of customers</b> –</li> <li>I.<b data-redactor-tag="b">M</b>any of them frightened</li> <li>II.Some are jobless</li> <li>III.All of them deeply uncertain </li> <li>25. The leaders across the public and private sectors should learn, incorporate and adopt from other markets, totally different product and services, other geographies, other sectors, and competitors. </li> <li>26. Optimism about the return of demand is dangerous - Troubled organizations are more likely to believe in a faster recovery—or a shallower downturn. </li> <li>27. To freeze your marketing could be disastrous – but it has to be done in extreme prudent manner – assume that your competition is slow – so what opportunity your brand, products and services it offers</li> <li><b data-redactor-tag="b">28. </b><b data-redactor-tag="b">Before jumping on a potential new opportunity- check the fit with your company </b></li> <li>I.Access to market based on existing</li> <li>II.relationships and partnerships</li> <li>III.Available Resources</li> <li>29. Organizations those have very strong online and digital presence may enter your traditional markets and may prove to be very tough competitors</li> <li>30. Recognize and stake your claim a new vertical – because of change in consumers behaviors and buying patterns</li> <li><b data-redactor-tag="b">31. </b><b data-redactor-tag="b">Becoming an enabler – to help companies and individuals to manage the challenges and opportunities as cited above – as during a gold rush - the companies that supply the tools to dig are those that make the most money</b></li> <li>32. Maintain the balance with the human side of business<br> Understand this basic logic – that the disruptors are innovators - but not all innovators are disruptors</li> <li>33. Anticipate continuous disruptions – and be prepared</li> <li>34. Help your consumers deal with change </li> <li>35. Plan for the unexpected Lower Consumption</li> <li>36. Use Rural outsourcing of jobs to save money</li> <li>37. Go for highly Personalized Marketing </li> <li>38. Automated Production Acceleration</li></ul> <p><br></p><p> #Changes, #Disruptions, #Disasters, #Challenges, #Opportunities, #Wayforward, #Roadmaps, #newnormal, #human, #businessimpact, #Covid19, #massivechallenges, #meaningfulchange, #winners, #PostCovid19, #KeyFocusAreas, #chiefbusiness, #momentum, #business, #CORESectors, #gloom, #doom, #existingplayers, #hiddenopportunities, #WHATnext , #disruptiveideas, #humanneeds, #longterm, #trailblazers, #economydrivers, #mammothcrises, #predict, #failures, #losses, #writeoffs, #immenseproportions, #Reopeningeconomy, #completeshutdown, #pandemic, #earliernormal, #provenstrategies, #actionplans, #complexuncertainties, #chaos, #bestoutcomes, #commonsense, #presenceofmind, #agility, #spotthechanges, #trends, #perfectmoment, #competitors, #respondingfaster, #disrupt, #existingbusinessmodels, #revenuemodels, #marketingchannels, #products, #services, #currentvalueofferings, #strategies, #assumptions, #momentum, #demand, #consumption, #historyofmankind, #outbreak, #managedeffectively, #mindsets, #unprecedented, #shocking, #upsetting, #uncertain, #changes, #creativity, #innovation, #experimenting, #developing <span> </span></p>