κρῐ́σῐς

κρῐ́σῐς • (krísis) — [n.]

Originally, this Ancient Greek word (used by Hippocrates and Galen in terms of – what is know nowadays as – the earliest practice of medicine ever) was Latinized (over Rome) to the word ‘crisis’  and – early 15th century – came into the Middle English language from where it quickly acquired a general sense as :

    • the point at which change must come for better
    • the decisive state of things, the turning point in a progress

Further, more in depth, κρῐ́σῐς is derived from the verb :

κρίνειν • (krínein) — [v.]

    • to judge, to evaluate, to distinguish, to choose
    • to strive against difficulties
    • to decide, to comprehend


We recognise that we take them – Ancient Greeks – very serious, seen the fact that their studies and following methods where widely adopted and luckily further developed over time with many of them still used in today’s Modern times : the concept of democracy, the Olympic Games, cartography (maps), the basics of geometry and mathematics, modern philosophy (Aristotles, Plato, Socrates), …

This said and written, we must accept that the same serious can be given to them explanations of κρῐ́σῐς • (krísis) and κρίνειν • (krínein), whom even more apply in these strange COVID times and situations. Following this global situation it is know that we – already have – but must even further adapt our business structures to new times.

With all bad comes good ..
We are at a historical turning point,
granted with the gift of time to reflect and change things.

It is an opportunity given, to let go on traditional tools not adapted to the 21st century, to evaluate current installed processes, decide which to keep and which urgently need to be adapted to these modern times so to prepare the most efficient business structure, flows and working pace for the day after tomorrow. It is unthinkable and certainly illogical to – when permitted – start again business ‘as usual’ with the flows ‘as usual’ (!!)

Adopting agile practices now will have us gain on transparency, efficiency and accountability on productional as operational levels to reach healthier outcomes and benefits. This to end-clients, employees, company executives as stakeholders.

Depending your type of company the to be undertaken steps may apply to one or various domains within the organisation : review and tune the organogram, streamline the processes of request intake and communication from and to clients (automation!), finally have your HR department manage internal and external staffing with modern adapted practices and software (on/off-boarding, registration, time-tracking, expenses, …), update the count and state of your inventory and stock (take it and control it online where applicable), install clear workflows and processes and create blueprints for account -and productional teams, resulting in automated reporting and optimised documentation and archiving.

Within a crisis, are the seeds of opportunity.
It is time to work ON our business, nót IN our business.

Let me know if you wanted to embrace this gift of time and following opportunity so we can check wherever we can help to guide the needed process of analysation and optimisation to prepare and reach productional and operational excellence.