The Global Crisis We Hoped Would Never Happen Is Here

By Mike Atkinson

Today, we’re continuing to feel the impact of a global outbreak we hoped would never happen. Throughout my experience leading manufacturing and global supply chains for large medical device companies, disaster recovery scenarios were always mapped out, but this outbreak is unlike any simulation I’ve seen. As we continue to navigate the challenging days upon us, I write this article to provide hope, encouragement, reassurance — and hopefully — guidance.

Scenario Planning, While Helpful, Cannot Account for Everything

Among life sciences companies, continuity of supply is paramount, so it’s likely your organization has planned for some level of crisis. Most organizations run through disaster preparedness and recovery scenarios that range from “small” disasters to global pandemics so that they can safeguard manufacturing and supply chains should one of those scenarios occur.

I recall that each year we would “dust off” the disaster recovery plans and take part in exercises simulating a crisis. It was the manufacturing and supply chain’s version of “war games.” Even though we put thought and rigor into those scenarios, the rapid unfolding of today’s events isn’t similar to the simulations. It reminds me of an all-too-familiar phrase: “Plan, but when the battle starts, know that plans must change.” How quickly you adapt to change is one of the key factors in successfully getting through this situation.

If you haven’t already, I highly recommend documenting as much as possible. You’ll do yourself and your organization a great service by capturing and recording things that are happening in real time. Our brains and memories can only recall so much, and the farther we move away from an event, the harder it is to recollect what actually occurred. We all know the “postmortems” are coming, and you’ll need that documentation.

Data Is Changing Fast, So Should You

The world, our country, and the areas where you live and operate are changing at a rapid pace. In situations such as this, don’t fear change. Change is inevitable, and it may happen frequently. As leaders, we like to make a decision and stick with it. However, in crisis situations, a great leader won’t be afraid to change as frequently as the data suggests. To do this, you need steady access to data so that you can review it often and react quickly.

If you haven’t already, I encourage you to create a data and information team. It’s never too late. Create a small core team and task it with mapping out and ensuring that you have a clear understanding of the data and information that are most important to you, your team(s), your manufacturing site(s) and supply chain organizations. Also, stay focused on critical data sets.

So this doesn’t become a burden for one person, assign different types of data and information to multiple people. This also helps bring the team together, because it requires everyone to share, discuss, and work through problems and solutions as an integrated team. It also ensures your team is aligned and informed, which helps with cascading information.

Lastly, don’t wait for data or information to be perfect — it’s not going to be. The key point here is that you are able to react quickly to what is in front of you, but also take care not to be blind to what is coming. Continually scan the horizon for what could come and think about that information as well. While that might seem like a tall task, thinking about what lies ahead will help “clear your head” by getting out of the weeds and back into a strategic mindset.

Your People Need You Now More Than Ever

As an operations or supply chain executive, there are many people inside the organization that depend on your leadership, guidance, and communication. Your executive team needs your leadership now more than ever.

Consider these words of encouragement:

• Lead from the front — be strong, positive, transparent and honest. People need to know you’re sincere.
• Communicate often — don’t wait to hold town halls or to develop lengthy emails or other long communications. Get information out as quickly as possible and don’t hold back. Your people are waiting and want information as soon as possible.
• Don’t wait for all the answers — share what you know and be forthright in stating that it isn’t everything, but that more information will follow. People will appreciate that you’re at least keeping them informed with what you know at the current time.
• Recognize that people are nervous and anxious — this gives the team reassurance that you are going to help them get through this.
• Believe in yourself — have faith and courage to know that you are doing the right things. Recognize that not everything is going to go according to plan, and there will be mistakes, but don’t let those discourage you and get in the way of moving forward.

Your Customers Need You Too

As a life sciences company, the products you make are either sustaining someone’s life or making it better. As such, your products are needed in the market and your customers are depending on you to keep the supply chain moving. Understand the importance of what you do.

You probably won’t get all the kudos you deserve, but if you stick to your company’s purpose and vision, you’ll get the satisfaction you need because through all the adversity, challenges and hurdles, you and your team delivered on products that save or improve the lives of people.

In the end, your customers were able to count on your team and they, along with their families and friends, will thank you. If that doesn’t make it worthwhile, I don’t know what does.

There Is Hope, There Is A Tomorrow

At the time of my writing this, no one can accurately predict when the pandemic will peak, how severe it will get, or when life will start to resume some form of normalcy. But everyone agrees on one thing — it will end. We will get through this, and we’ll be stronger as a result.

When this is over, your organization will likely conduct a postmortem. That review will look back at how you, your team, the organization, processes and systems, and everything in between, responded during the crisis. At that time, you’ll need to recount what went well, what didn’t, what you would have done differently, and anything else that would be of value to better prepare for future disasters.

I mentioned earlier that if you wait until “the dust settles” or to “catch your breath” to capture your thoughts, you won’t remember everything the way you would if you captured it in the moment. Understandably, things are happening right now at the speed of light and finding time in the day is a challenge. However, you would do yourself and your organization a great service by taking a few moments out of the day or even every other day to reflect. Capture your thoughts while they are fresh and top of mind … they don’t have to be perfect.

In summary, thank you for all you’re doing. You are not alone. People everywhere are banding together and ready to help, so do not be afraid to ask for it. Stay positive and know that everyone is working together to get through this.

About the Author:

Mike Atkinson is the head of life sciences for Myrtle Consulting Group, a firm that drives operational transformation within global manufacturing, processing, and distribution organizations.