Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.

1. From defensive to offensive growth during
the pandemic generated by COVID-19

2. 1. The defensive approach
• Mitigating the highest risks is crucial from an operational point of view as well as from a cash
flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are
essential.
• There is a need for a strong unifying vision, a robust governance and corporate culture, which
guarantees that resource management is well carried out.
• Skepticism about the value of new digital trends and overly cautious concern about spending
leads to lost opportunities to the advantage of competition.

3. • But it is time to prepare for the next phase.
Industries that have been in the status quo
for a decade are now wide open to
transformation. Companies that move
quickly and decisively will win.
• The profitability of the digital conservative
companies is only 9% compared to 26% for
digital transformation-focused companies.
• The offensive company leaders focus not on
risk but on potential, have advanced
knowledge of new technologies, are open
and allocate significant budgets for
technology investments.
2. The offensive approach

4. 3. The difference between the defensive and the offensive way
Defensive
Now:
1. Income protection
2. Defining re-budgeting and implementing
cash protection measures
3. Stabilization of operations (distribution
chain, manufacturing)
In one month time:
1. Reality monitoring vs. scenarios and
adjustment accordingly
2. Ongoing re-budgeting and divestments
3. Bringing operations back to normal for the
next 18 months
Ofensive
Now:
1. Develop a strategy on how to beat your
competitors
2. Planning to pivot or develop new products /
services, markets or business models
In one month time:
1. Making a business pivot plan
2. Establishing investments in growth areas
3. Development of new products / services,
markets or business models

5. 4. The defensive leadership
• The defensive attitude weakens the learning
agility and affects the mentality of a
leaderțs personal and professional
development. Agility in learning includes
practices such as improvement efforts,
questioning the normal way of doing things
and evaluating everyone's experiences.
• Th defensive leaders are deficient in
communication, adaptability, ability to
achieve business goals and self-awareness.
• A defensive attitude often hides the reality
of what you do, making both your goals and
transparency within your team opaque.

6. 5. The offensive leadership
• Leaders of this kind know their colleagues, know their customers, learn and update continuously,
cultivate cooperation, are creative, make clear decisions and invest in team development and
training.
• Research indicates that leaders who learn and act in an agile manner are more successful, both in
contributing to the company's revenue and in the overall performance of employees and
managers.

7. 6. Investment in innovation and research
• The world's 100 most innovative companies spend even more on research and development
during a recession, while many other companies stop. In the long run, these investments give
profitability and growth.
• Studies by Gartner or Bain & Company show that those companies that made such investments
during the 2008 crisis had winning strategies over those that cut costs.

8. How will my consumers,
the market, the categories
of products / services be
impacted in the medium
and long term?
7. Steps for a growth-oriented approach
How can I beat my
competitors in the new
reality? How do I
reallocate my investments
to growth initiatives?
Impact assessment
In the short term, finding new
business opportunities,
generated by new customer
behaviors. Look for the
explosive growth opportunities.
Projects measured weekly.
Design, development and
launch of a new value
proposition in the market.
Strengthen the team.
1.
Strategy
2.
Offensive
3.
Implementation
4.

9. ABOUT US
Valoria Business Solutions is a
consulting, training, and coaching
company. The mission of the company
is to transform the potential of teams
and organizations into value.
Competence, trust, innovation and
passion are the values we uphold
through everything we do. We believe in
people and their aspiration for personal
and professional fulfillment and their
desire to accelerate their potential.
Valoria team members are involved in
mentoring, business coaching and
education support projects in Romania.
Find out more about us at:
www.valoria.ro.
Contact:
Constantin Măgdălina, Emerging Trends
and Technologies Expert
constantin.magdalina@valoria.ro