9 O Novo Normal é rápido

Hello! I'd like to thank the audience for Do Not Waste the Crisis series This is so cool! This means the idea of evolution makes sense, and that the crisis is teaching us some lessons to do things right and move forward and not to move backwards, as we used to do. I'd also like to thank my dear old friends from RD Raia Drogasil our friends since the 80s, and with whom we have a shared vision of the world and business. These people have always been seriously committed with people, health, and well-being. That's how they got to be the great organization they are today. Now, RD Raia Drogasil is partnering with us in a new stage of this series, called: The New Normal. This makes us really happy, because we believe the New Normal should put people, health and well-being in a central position. As a commitment, and as inspiration. We have a lot of work to do. Let's do this together, RD Raia Drogasil, build the New Normal. Let's exchange ideas about what is a good company in this new scenario, that demands, primarily, agility to respond to opportunities and threats that will eventually show up. Let's guarantee that this crisis will improve our story putting people, health and well-being in a central position. The first video of the new stage of our series is called: The New Normal Is Fast a partnership How will the new normal look like? That's the question. What if the new normal is the non-normal? If so, the only possible honest answer is that the new normal is fast. The new normal is fast DO NOT WASTE THE CRISIS What about agility? Picture a splinter getting into your little toe: In a fraction of a second, your full body will react to understand how serious the problem is and prioritize help in that emergency. In living systems, an agile information flow determines the health and security of a system. An agile information flow involves collecting information, processing it, updating strategies and operations, then getting back to the situation. That is why, in a non-normal situation, the security of operations lies in the ability of, in an optimal time frame, learning and reacting to the situation as it is. And what is optimal is not determined by hierarchy but by the situation. Agility is a must for survival in these times of uncertainty. If this is true, how can a company become agile as a living system? Take agility as the main indicator of a company's health and revisit the whole company. Go over everything that slows down the company's information flow and decision-making process. Resignify everything... Resignify security, hierarchy, success, compliance, internal and external relations, because a significant part of the flow is there. No competence is valuable if you miss a chance because you were not agile. The American security system paid a high price to learn the agility lesson. In 2001, the attack on the Twin Towers in NY by the small Al-Qaeda group, led to an in-depth study to understand why they failed to defend the country. Their lessons learned are in this book: Power to the Edge, it is in the public domain, you can download it. It is about adopting systemic thinking in the management of the American security system. The conclusion was that a war is not won by the biggest or most powerful country, but by the most agile. Agile in what? In collecting information from the frontlines to update the strategy. They learned a lot in the pursuit of agility. For example, they found out that in wars today soldiers are no longer there, in the middle of the platoon, with their arms crossed, waiting for orders from the higher ups. They are on the front line, with only two or three fellow soldiers, heavily equipped with technology, with the responsibility of following orders, of course, but also, of scanning the scenario to be able to provide relevant information to update the strategy. By choosing agility as a strategic competence to win the war against the non-normal, they concluded that people were important. Not because of idealist humanism, but for safety reasons! It was a major revolution in management. It was so important that The Economist's cover story was entitled Brains not Bullets. Soldiers are not lifeless pawns like bullets. Soldiers have a brain, a heart. If they don't know what caused that war, if they don't know the war strategy, and their role in that strategy, they will not be capable to detect what is relevant in the situation to update the strategy. And it is not just in the frontlines. One of the hypotheses for the failure of 9/11 states that the security system had received information in the administrative area, but the aloof employee, working 9 to 5 for a paycheck, did not realize the meaning of that information and did not escalate it. And nearly 3000 people were killed. That changed the agreement between the Army and soldiers and how soldiers perceived their own job. The meaning of work was introduced in business management. They learned that, in a systemic environment, little toes are important. Agility is simple. It is easy to understand and measure. It can be very helpful in integrating areas, integrating levels, integrating partners, reducing costs, shortening cycles, and inspiring innovation. But the best thing is feeling confident that you are ready to dance to the tune, regardless of the tune playing. We will get back to that topic with the six conditions to be agile as a healthy living system. We are not Americans, but we can develop formulas to make our lives easier. See you next time! Wash your hands!