Empowering Nigerian businesses to rebound stronger from Covid 19 impact

1. Empowering Nigerian Businesses to rebound
stronger from COVID 19
Kayode Adebiyi, FCA, MBA
Dec 2020

2. Our Roadmap
Opportunities
from COVID
19
Leading
and
Managing
Change
Change or
Die
Rebound
Stronger
New/Next
Normal

3. The “New”/ “Next” Normal

4. The “New Normal” Characteristics

5. 5
VUCA
Volatility
Uncertainty
Complexity
Ambiguity
Increasing rate of
change
Less clarity about
the future
Multiplicity of
decision factors
There may be no
“right answer”
A term originated by a US
Military College to describe the
new challenges facing leaders.

11. Thunderstorms
• More common in the
warm season
• Very dangerous to
aviation
• Should be avoided!!

12. Weather radar principle:
The radar does detect:
Rainfall
•Wet hail and wet turbulence
•Ice crystals, dry hail and dry snow.
The radar does NOT detect:
• Clouds, fog or wind (droplets are too small, or no precipitation at all) Clear air
turbulence
Man knows NOT his time!

14. CONDITIONS INSIDE THE AIRCRAFT
LIGHT MODERATE SEVERE
 Liquids are
shaking but not
splashing out of
cups
 Carts can be
maneuvered with
little difficulty
 Passengers may
feel a light strain
against seatbelts
 Liquids are
splashing out of
cups
 Difficulties to walk
or stand without
balancing or
holding on to
something. Carts
are difficult to
maneuver
 Passengers feel
definite strain
against seat belt
 Items are falling
over unsecured
objects are tossed
about.
 Walking is
impossible
Passengers are
forced violently
against seat belts
Can lead to crisis, catastrophe, calamity, disaster

15. Reduced Visibility = increased
uncertainty
• Fog
• Haze
• Snow
• White out
• Blowing dust
• Affected by sun angle and
direction
• Aircrew must increase vigilance
during these conditions

16. Favorite Aviation Titbits
• Flying is not dangerous; crashing is
dangerous.
• A thunderstorm is never as bad on
the inside as it appears on the
outside. It's worse!
• The probability of survival is equal
to the angle of arrival.
• Flying is the perfect vocation for a
man who wants to feel like a boy, but
not for one who still is.

17. Favorite Aviation Titbits
• Except you are the lead dog, the
view never changes
• The higher you go, the harder will be
the fall …. But don't worry, the view
from the top is worth it all.
• There are Old pilots and there are
Bold Pilots. However, There Are No
Old, Bold Pilots

18. Business Strategy in turbulent environment
 Now and Future
 Cannot see the horizon
 Foggy & volatile environment
 Various independent factors
 Fog of the future
 Defy predictability

19. Opportunities from COVID 19

20. COVID-19 - ResponseConsiderations
PwC
1
Workforce
Protecting wellbeing and welfare,
especially those living in affected
territories
Supply Chain
Re-routing, delays, disputes and
knock-on impact on customers
Decline in sales
Leading to cash flow and covenant
issues
Operations Travel Regulation
Reduced resilience in key functions,
infrastructure and services, or
locations become unavailable
Restricted or prohibited to some
locations, and impacting business
and leisure demand more generally
Compliance challenges in certain
sectors
Common issues that many organisations are facing from
COVID-19
The COVID-19 outbreak has
been declared a pandemic by
the World Health
Organization, causing huge
impact on people’s lives,
families and communities.
As normalcy gradually returns,
contractors and service providers
require requisite insirructions to get
back into play and win bigger. .

21. Creativity Booster
• If necessity is the mother of invention, then
frustration is the father of creativity
• Hunger is a good cook!
• Creativity however requires the courage to let
go of certainties

22. Leadership Development

23. Reality Check

24. Sometimes…

26. “When the rate of change outside exceeds the rate
of change inside, the end is in sight”
Why Change?
Jack Welch

27. Parables of Change (1)

36. Lesson!
•“In times of rapid change,
experience could be your worst
enemy.” - J. Paul Getty
www.terrypaulson.com

37. Adaptability

38. Change lesson

39. Strategy

45. Strategy: the link
Collaboration
InnovationLeadership
STRATEGY

50. Ask questions, assume nothing

53. Main Theme

54. Leader’s mindset

55. Reentering the play
Business Model Assessment1
Stress test
assumptions
Take stock of
situation
dummy text, insert
your own text here.
01
Build your Playbook
Financial check
Packaging/Pricing/P
ayments
Org. alignment.
03
On the GO
Agility: Change to
win
Monitor KPIs.05
Build your Playbook
Health/safety/legal
Scenario planning
Customer
retention/acquisition
02
Entry/reentry
Immediate priorities
Initial steps
Monitor environment04 Keynotes
Situational intelligence
Situational awareness
Contextually appropriate
action

56. Nagging issues

58. Understand the emotional journey
Create a vision
Lead
Consult
communicate
engage
reflect
communicate
communicate

59. Leading and Managing Change

60. The future terrifies the weak—
and is barely in the thoughts of the strong.

61. 4 Obsessions of a CEO
• Build & maintain a cohesive leadership team
• Create organizational clarity
• Over-communicate organizational clarity
• Reinforce organizational clarity through human
systems

62. Results-Based Leadership
Effective Leadership =
Attributes x Results
Skills
Values
Motives
Competencies
Behaviors
Style
Action
Programs
Projects
Goals
Initiatives
Strategy
Source - David Ulrich: Results-Based Leadership

63. Quality of the Change Initiative
X Alignment of People
= Results
Michael Fischer; Kimberly Clark

67. 67
Organisational resilience
• Its NOT something you do, its something you ARE!
• …..is the capacity for complex systems to survive,
adapt and grow in the face of turbulent changes;
• A resilient enterprise is risk intelligent , flexible and
agile.

70. 1 N = 3 P
(One negative
statement is equal to
three
positive statements)
Vince Covello, PhD, Speaker
National Public Health
Leadership Development
Network
April, 2003
Risk Communication Communication
Communicate

71. Amazing! Words only 7%

72. The 7 Questions Employees Ask
In “Normal Environment”
1. What’s my job?
2. How am I doing?
3. What’s our job (the goals and
objectives of my work group)?
4. Does anybody care (whether or not
I do a good job...are there
consequences/rewards)?
5. How are we (our work group)
doing?
6. What are the goals of our
organization?
7. How can I help?
In “A Changing Environment”
1. Will I have the same job?
2. Can I do anything to prepare for changing job
expectations?
3. What’s happening with my work group (in
terms of job function)?
4. Will it make a difference (to my job security)
if I take a new job within the company?
5. What can we do to help redefine our work
group’s jobs?
6. What are the growth goals of our
organization?
7. What can I do to help meet the needs of our
company now?

73. What you can do

75. Rebound Stronger

76. Collaborate

77. Face it!

79. Meet Challenges Head-On
• What elephant?
• Avoiding a problem is
not likely to make it go
away
• More likely to grow out
of control if not
addressed

80. Manage for Results

81. What is a result?
A result is a measurable
or describable change
resulting from a cause
and effect relationship.

82. Results are supposed to be
S.M.A.R.T.
• Specific
• Measurable
• Attainable
• Result-oriented and relevant
• Time-bound

83. Resources to Results

85. Kayode Adebiyi
HoneyRock MultiConsult Ltd
08033181225
hmlconsultancy@outlook.com