Every Day is a New Normal

In the Spring of 2020, as COVID-19 was declared a global pandemic, and as lockdowns ensued, the question of the day was “when will we get back to normal?”

Soon thereafter, as the unprecedented socioeconomic consequences of the pandemic became apparent, the question of the day became “what will be the new normal?”

In either case, these questions suppose a certain stable state: normal. In the former question it is the previous stable state, in the latter it is an expected future stable state. But what if normal were in fact to become an unstable state, as it often has over the course of history, both of our species and of the universe?

What if normal were to become an unstable state?

Indeed, consider the countless individuals and organisations for whom normal has already become anything but stable. Perhaps the question we should be asking today is whether every day will be a new normal?

What if every day is a new normal?

It may well be. And for some time at that. Even if history tells us we can expect an eventual return to stability, there is no certainty in how soon.

For those who embrace change, what an opportunity this period represents!

When every day is a new normal, it is normal to expect breakthrough innovation on any given day. The tireless champions of progressive policies within their organisations may see changes for which they advocated for a decade be adopted in a single decision. Agile, forward-thinking businesses will capture footholds and disrupt even seemingly invincible hegemons, wherever and whenever the incumbents are too slow or indecisive to adapt. As reality changes, so do ideas.

Speed will outpace size as a critical determinant of survival.

We incorporated reelyActive 8 years ago envisaging a radically different—and better—future enabled by technology. Looking back, our greatest challenge was not one of technology, but rather of overcoming resistance to change. To those individuals and organisations who have tenaciously endured this challenge with us, know that we’re with you. So long as every day is a new normal, every day is an opportunity for significant and meaningful progress. Let’s combine our strengths and energies to make the most of every day in this unprecedented period of time in human history.   Seriously.   Contact us.

GR8 changes ahead

It’s July 2020, and today we celebrate reelyActive’s eighth anniversary of incorporation amidst a global pandemic and a tumultuous global climate, both political and planetary. If anything is certain, it is that great changes lie ahead.

After the team flew to San Francisco in March to proudly accept an Elastic Search Award for “making physical spaces searchable like the Web,” within a matter of days, everything changed with the global spread of COVID-19. We abruptly lost our single biggest active client to bankruptcy, and, due to lockdown, lost access for visitors and prospective clients to our new Park Avenue Research Centre (connu également comme Crap), which was core to our business strategy.

We had to change our business to survive. And we did.

Businesses that are adaptive and resilient stand the best chance to survive the indefinite disruption to the economy and to their operations. Moreover, as a “new normal” emerges, such businesses are most likely to see the inevitable changes as opportunities rather than obstacles. Those businesses are now our best prospective clients.

Almost exactly one year ago we asked Are we selling discomfort? The answer is YES, and it is good that we are because buying (and selling!) comfort isn’t a viable strategy for the foreseeable future.

The businesses, organisations and individuals that will emerge the strongest are those that find their comfort in continuous change, embracing a culture of continuous improvement.

And if the “new normal” which emerges is to be led by such forward-thinking actors in critical numbers, is it too ambitious to imagine this as the definitive start of the third industrial revolution, Industry 4.0 and/or catallaxy? Many of the authors featured in our bibliography would surely argue that this essential to the advancement of humanity—if not the very survival of our species!

Again, if anything is certain, it is that great changes lie ahead. From a macro perspective, it is not difficult to argue that such change is both necessary and overdue. It’s a good time to embrace change, and we at reelyActive enter our ninth year with exactly that in mind.

Ask your digital transformation provider…

Would you choose to receive dental treatment from a dentist with bad teeth? Fitness coaching from a coach that is unfit? Change management consulting from an organisation resistant to change?

At the First International Innovation 4.0 Forum this week, we took in multiple vendor presentations about the digital transformation of entire industries, including the services those vendors offer their clients, which, of course, begged the question:

how far along are those vendors themselves in their own digital transformation?

For instance, the conference was opened by Eric Schaeffer, leader of Accenture’s Digital Industry X.0 program, who argued confidently that “business as usual is not an option anymore”, a statement we agree applies to companies across industries. He went on to argue that transformation is a continuous process rather than simply a discrete step:

“Like the tide, it keeps rolling. You have to live with it. That’s the bottom line.”

It would therefore be interesting to understand to what extent Accenture—and their peers—themselves have, internally, embraced a culture of continuous change and ongoing transformation. We wonder because we ourselves at reelyActive, despite having a small and highly motivated team who believe we should practice what we preach, nonetheless find this to be a challenging and demanding endeavour.

Earlier this year we asked Are we selling discomfort? The answer is yes: data from our platform indeed highlights that business as usual is no longer an option for our clients—far from a comfortable proposition. Said differently, vendors selling comfort are selling something other than transformation. Those leading the business of transformation are effectively selling discomfort, both externally and internally. And how many companies are actually comfortable with that?

So, for those advancing toward Industry 4.0, or X.0, or [insert buzzword here], we offer as advice to ask your digital transformation provider how they themselves realised their own digital transformation. There is, quite literally, much to be learned from their answer.

Are we selling discomfort?

What’s your product? “It’s a real-time data stream of who/what is where/how in any physical space” anyone at reelyActive might answer today. Okay. But what are you really selling?

Curiously, what we’re really selling today may very well be discomfort.

Really.

Take for instance our client who is measuring attendance and zone occupancy at a festival right now. Will the data comfort the festival and its sponsors by telling the story they want to hear about record numbers?   No.   The data will tell the story of what really happened, inevitably raising uncomfortable questions.

Take for instance our client who uses our data to help brick-and-mortar retailers compete on in-store client experience. Will the customer journey data comfort the retailer about how well they’re doing?   No.   The data will reveal their failures to meet their clients where they are, again, raising uncomfortable questions.

Take for instance our client who uses our data to observe occupancy and space utilisation in their offices. Will the data comfort them by showing that every space is just right and delivering outstanding employee experience?   No.   The data will tell the story of what spaces are under and over-utilised. They can expect an uncomfortable discussion about why they spent X on a space that nobody is using while there’s a shortage of some other type of space.

Why are our clients buying discomfort?

Our clients are buying discomfort because it motivates them to improve. Their competitors may be buying comfort: products and services that make the stakeholders and the status quo look good. And while that may still be an effective short-term strategy, our clients are embracing continuous improvement, and the associated discomfort, as they recognise this as the winning long-term strategy.

A festival that addresses what isn’t driving attendance, delivers a better sponsor and attendee experience the following year. A retailer that meets its customers at the right time and place earns and retains their loyalty. A business that regularly adapts its offices to the needs of its employees enjoys the highest productivity.

So, are we selling discomfort?   Yes, in effect.   But our clients are more than comfortable with that.