During and directly after a crisis, one may come with new insights. Change can come from the interior need for a new organisation and maybe a more practical approach. Or it can come from an exterior perspective to have a better view on the outside world. In the old town of Lucca, Italy, we walked along this piece of art.
Anno 2020, after and during the Covid-19, the need for change is obvious, in public, civic and business organisations. This is driven by internal incentives, related to:
• Business continuity (for all products and services to citizen and clients).
• Human resource management (towards a more vital, agile and flexible organisation, new roles or functions are needed).
• Finance (finding new resilience and balance, tax and budget rescheduling, control priorities).
• Information management (secure the new cyber world with home and on distance protocols).
• Procurement (recheck suppliers and contracts in effectivity and continuity).
• Cooperation (the need for co-creation and for new value-driven alliances).
• Strategy and policy (from ‘be better prepared’, ex-post and risk approach towards a more ex-ante, resilience, value and scenario-driven way of thinking and acting).
• Leadership and the C-suite (from delegation and top-down styles to true ownership of value and risk approaches, stewardship and serving styles focused on delivery).
• Interface politics, elected council, governing council and management (from segmentation and fragmentation towards a more holistic approach of matters concerning citizens, groups and social issues).
Lucca has this beautiful house where new insights, reorientation and rebuilding actually meet perfectly. It is a metaphor for resilience management. The house of public governance is expected to follow the owners of this house.