Crises follow one another for companies and seem closer and closer in time. Perhaps the most prominent example of this is the Ukrainian crisis, which occurred less than two years after the Covid crisis. For a company, how would a crisis be defined? For Virginia Bergeron, Duff about transition and coach, it’s about “Something is not so unexpected. There may be Negative criseslike Covid, but also More positive crises like growing pains. At the time, the idea was to develop, but this still generates a huge crisis within the company.”she explains during a round table on 100% funding titled Knowing how to manage crises.
Clotilde Marchetti is a partner at Grant Thornton, specializing in crisis management. She is interested in “negative” crises. According to her, for a company, a crisis can be defined by Something you’ve never experienced before. All companies have A different relationship to the crisis According to its sector of activity, its culture, its regulatory environment, and its history in relation to previous crises. »
She cites as an example two companies she was able to support, and they didn’t have the same definition of the word crisis. “Luxury company considered it 2 cm of water in one of its stores, it was a crisis with capital c. Besides, I was also able to work with clients who specialize in extreme sports who considered that one or two deaths were not a crisis for them, because they Something they already had to deal with. This is the indicator, which must be placed in relation to situations, which is very important because it will make it possible Determine the point at which the company feels powerlesse Compared to these usual daily means. »
Based on this observation, 7The tenth Thus, the Covid wave is not a crisis for Sophie Bombezin, Duff of the Belambra group, who was hit hard by the first Covid crisis in 2020. The first crisis was comprehensive, brutal and unexpected. Now, for this kind of phenomenon, we are Much more in iteration and adaptation. It becomes an adaptation of the process, customer reception and sales and we never treat it as a crisis as such. »
Difficult team management
In this very unstable context, which is difficult for Duff to doadapt their diet. However, these people have learned a lot from different crises, especially in managing their teams. “For our part, the main difficulty in the Covid crisis was having to Managing a few highly involved people at the same time who worked from morning to evening and have others, in holiday clubs, on a dead end, Sophie Bombesin reports. In terms of management, the crisis has shown us that we have to be both Focus on crisis management (secure money and secure all major levers) at the same time Think ahead, whether at the business level or at the level of teams that will be launched again after that. »
Rafael Savi, Vice President of Southern Europe at Alteryx, for his part, confirmed theAccelerate digital transformation And the human side that emerged from the Covid crisis. “We have gone from a tool-based transformation to a Transformation focuses on skills and people. We had to ask ourselves how do we train these people, how do we develop a team in terms of skills. This crisis has made it possible to refocus on people and I think that’s a good thing. »
From this Covid crisis, Virginie Bergeron too Lessons learned that will serve him in the event of further disruption. “A crisis has a rhythm and a breath. It is important, even when we are in the midst of a crisis, thatHe managed to find moments of breath for his team. I also encourage Work on team cohesion, especially between two crises. The more you work on that cohesion, the more teams will know why they exist, know how to work together, enjoy working together, and who will be able to. React better in times of crisis. If there were already tensions before the crises, teams could explode into flight at the first difficulty. »
More prepared for crises
As it was said before, the Covid crisis has affected businesses severely, without a doubt Not ready enough for an episode like this. Everything indicates that the latter is now More prepared for a new crisis. Virginie Bergeron guarantees this will pass for real digital maturity. We know that when there is a crisis, whatever it is, there will be need history. We don’t necessarily know which ones but that’s really it The right time to digitize your business And at least know where the data is. We must be sure that all indicators (marketing, financial and commercial) are consistent and talk to each other so that we know when there is a crisis coming. Where do you get this data? Which is really important for interaction. »
Raphael Savi even goes so far as to insist on the fact that this data should be so Accessible to everyone. “With remote work, every employee in a company should have data entry. You should be Understood by all. So there is an idea democratization of data that were previously reserved for specialized teams in the company or in very specific departments have arrived at other departments with which you may be less familiar. This is the case, for example, in the finance department, which is today First treatment section in institutions. »
Preparation and planning are also important.
Sophie Bombesin bounce to confirm The importance of the human being to deal with future crises. “The human component is necessary for preparation. There are two important things, the first is Learning from past crises and in particular in Insurance and reinsurance for the difference. The second isIdentify key people. Internally, these are the people we can count on to get the right data, the right feedback on the field. Externally, you should try to find good contacts such as a media agency or a lawyer. Every crisis requires a different analysis, on the other hand a factYou have this mechanism with the main interlocutorsIt’s still the same.”
However, Clotilde Marchetti calls for caution. “It must be Very modest About these topics, especially when you are in the stage of preparation, because the crisis you will face will not be Never the person you worked on. This is the real reason behind it Preparation and planning are also important. It won’t be the subject or event that matters so much, but the way we’re going to work together.”
Finally, Grant Thornton conducted a study on the state of corporate crisis management preparedness. It shows that they have made significant progress on these topics. “we are in The increasingly regulated context Which forces the setting of this type of deviceClotilde Marchetti notes. After that, not everyone is equipped the same way. This will depend on the sector and the size of the company but also on Managers’ appetite for these topics. There are still leaders who hate managing crises, and hate preparing for them because they do Fear of judgment» conclude.
Watch out for black swans
In order to be a factor in the face of a future crisis, it is important that you do so You’d better take the black swan into accountObviously, these events are unlikely, but they cannot be predicted. “These black swans are very interesting because they require A new approach to the way these events are viewed which are not actually set in the usual corporate tools. Hence it is necessary to think about how to facilitate the level of preparation in the face of these events that have Probably Ultra-low, ultra-heavy effectsespecially when they are from a source outside the company and therefore difficult to control.” Clotilde Marchetti analysis.
You can find the entire round table by clicking here