The main goal of this guide is to help every entrepreneur build his own survival guide and learn how to be resilient in time of crisis.
It is the resulf of a free collective work for challenge #62 during the swiss VersusVirus Hackathon.
a) Resolve urgent issues to maintain operations
b) Adapt the organization
c) Re-position strategically to new market environments
d) Build resilience capability to cope with future threats
An entrepreneur needs good information in order to react, adapt and become resilient in a crisis.
We provide below a list of curated links to Swiss government agencies and economic bodies
Business Practices - Financial issues
Health - Safety issues
First check with your team :
Check your infrastructure :
Check with your suppliers :
Check with your customers :
Check with your finances
Working under crisis specific circumstances, in particular this health-related, sanitary crisis, requires a rethink of the way your team operates, may it be in offices, on a production site, or in the logistics/distribution chain.
This may involve in particular:
Some examples: with your team, decide if you can continue to operate, and in which mode: business as usual or with reduced activity where only urgent customers requests will be treated.
New timetable for each worker, work from home or on premises. If offices must stay open, organize shifts and transportation, hygiene rules should be introduced.
This is about adapting our physical and IT infrastructures to the new necessities of the current and being prepared for future crisis
1. Securing your current physical sites and venues to maintain health security and social distancing at work :
2. Implementing a redundant, secondary infrastructure for your IT via the cloud, or via a second cloud provider :
To ensure the continuity of your business operations, our current times offer very fortunately many online solutions and opportunities to cover many aspects of your needs.
Identifying which solutions you need, installing them swiftly, and getting your people and partners trained and supported on them also via online channels can empower your business very rapidly to restart and pursue your activities.
Maintaining and facilitating continuity with your teams and sites, your customers, suppliers and business partners:
Examples: New tools to install on home computers or laptops or smartphones. Arrange daily or weekly teleconference calls/videos with teams for projects and training.
Also, you can decide yourself to create trainings, courses or videos/tutorials for your customers, employees or partners on these same platforms to share necessary knowledge and information.
Example: E-learning/Tutorials/Videos on how to use electronic communication or new selling platforms efficiently.
How do I find a partner that I trust in?
The University «Fachhochschule Bern» launched a survey in connection with the corona crisis in start-up- and sme-companys. The focus of this survey was “Building resilient and agile organizations”.
SMEs and startups facing challenges to:
a) resolve urgent issues to maintain operations,
b) adapt the organisation,
c) re-position strategically to new market environments
d) build resilience capability to cope with future threats
d) in all steps: ensure timeliness and optimise resource deployment. It also appears that organizations that have developed agile innovation and management methods have been more resilient in the covid-10 crisis. Unfortunately, most companies and organizations have not learned agile innovation and management methods before the crisis, and these methods are mostly taught during in-person seminars or hackathons.
Due to lack of time during this Hackathon, only about a quarter of the total survey feedback could be evaluated. Nevertheless, with the 126 responses evaluated, a fairly clear picture is already emerging.
The evaluation has shown that the largest share (around 90%) of the problems caused by the corona crisis can be attributed to the loss of orders. The majority of customers have postponed or cancelled orders.
A further problem arose from the respective supply chains and the dependencies on suppliers and transport. Many suppliers had to reduce production efficiency or even stop production due to the physical distance rule and risk group protection. Furthermore, products and materials could often hardly be procured or delivered.
Interestingly, relatively few difficulties due to home office activities were mentioned. Only the more cumbersome implementation of meetings and the increased need for communication, as well as communication difficulties were mentioned in a small percentage of cases.
This time, the trouble came as a virus. Last main crisis was about subprimes. But mainy other threads can impact our system because it is not resilient by design. Here is a list of potential risks that we can imagine:
Diversity of product offering, think of “low-tech” product alternative (survey: “Basic supply is in the foreground. Premium products are not in demand.”)
User-centered design (maximize utility)