Leaders of organizations, download and use action plan guidelines, not only to stay afloat and survive, but to grow and thrive in a world changed by the COVID pandemic and Russia’s invasion of Ukraine. In a two-day workshop, members of Adizes Practitioners Club identified the most probable risks until 2024/2025 and created recommended action models using their 300 years of management experience, which allowed them to reached a total turnover of 400 million euros. We hereby freely share our findings to promote even better management than yesterday.
Here are most probable risks that we think are likely to happen:
- Financial crisis, economic decline, recession;
- Latvian government’s inability to decide, take timely action, delays of solutions;
- The structure of consumer spending will change;
- Less trust from financial investors, slower and smaller investments;
- Large infrastructure development projects might get frozen;
- Russia’s invasion of Ukraine will be followed by reconstruction, which is and will be a financial and social burden on the European Union, from which China and the United States will benefit.
Here are the most promising industries:
- Green energy (solar panels, wind turbine parks etc.);
- Supplies for military and defense field (including producers from Latvia);
- Energy storage (e.g. batteries);
- Waste processing, water treatment;
- Manufacturing of green products (with lower CO2 emissions amount).
Find out more about Adizes Practitioners Club here: https://adizes.lv/adizes-practitioners-club/
See full Guidelines for leaders up until 2025 here:
We all know that the world has changed a lot since the COVID-19 pandemic and the ongoing Russian invasion of Ukraine, and as a result, it will never be the same again. Given that the changes have been really huge, few of us have been thinking about the long-term impact they will have, not only this year, but also in the years to come. In addition, it is necessary to act accordingly so that we are prepared and become more resilient in this time of rapid change, so that we can confidently claim that we are the winners of this crisis.
The members of the Adizes Practitioners Club also have this mindset that we must become stronger in a crisis, so a decision was made to get together for two days, break away from the daily routine and look into the future. The main goal of this workshop was to create a practical action plan or guidelines for 2023, taking into account the identified opportunities and threats that could affect society in 2024, 2025. That way we can be better prepared for the new world.
By devoting two full days of intensive work, as well as using the participants’ 300 years of management experience, we have come up with conclusions about what we think are “threats or opportunities”, which continue to affect us since some time and which will be inevitable in the future, what are promising industries and risk areas. Our guiding principle was to understand what should be done to not only stay afloat and survive, but also to grow and develop. For example, identifying promising industries does not necessarily mean that companies will need to urgently re-profile, but in the future not all of your cooperation partners, suppliers and customers will be equally successful.
Risk assessment and guidelines development was done by – Raitis Bullits, Alveda, Alps2Alps, Amitours founder, investor; Uldis Misiņš, “Avoti” founder, CEO; Aida Misiņa, “Avoti” CFO; Elīna Auziņa, Burti member of the board, consultant; Kristaps Berķis, FN-SERVISS CEO; Ilga Bērzkalna, LATRAPS CDO, member of the board; Kristīne Ansone, LVM “Zemes dzīles” general manager; Karīna Āboliņa-Zalpētere, LVM “Zemes dzīles” CCO; Vitālijs Skrīvelis, PharmIdea founder, CEO; Jevgēnija Uzuleņa, PharmIdea project manager; Artjoms Fokejevs, Polipaks COO; Jānis Ošlejs, Primekss founder, CEO; Jānis Bokums, Primekss member of the board, COO; Tatjana Kuzmina, Primekss CHRO; Andrejs Cinajevs, Primekss production manager; Uģis Spriņģis, Proof IT founder, CEO; Raivo Tambors, Wandoo Finance CEO. Organized and integrated by Adizes Institute in Latvia – Greg Scott Mathers, general manager, Senior Certified Associate; Ervīns Dortiņš, Associate; Vladimirs Kuzmins, Certified Associate, workshop integrator.
Here are our results, which we have decided to share freely with everyone, thus expanding public awareness and knowledge, so that not only the business environment, but the entire society as a whole can benefit from them, thus contributing to the growth of prosperity in various fields.
From the point of view of clear action, it is important to identify the capacity of strategic and operational changes and choose the most accurate change management model. We invite you to make sure that your change management is in line with the future situation. Take the most necessary operational and corrective actions, according to the existing and expected changes.
We invite every manager to take active action to promote development independently or in cooperation with other organizations, in order to be maximally prepared for what we can influence and control both in our company, in its industry and across industries.
