COVID-19 continues to have a far-reaching effect who is left standing when the crisis finally abates. on people’s lives, families, and communities as During the downturn, for example, consumers and well as on the global economy. Amid the bleak customers are likely to “trade down,” that is, buy economic reality, companies in response are less expensive products, resulting in big changes focused on driving a dual agenda: protecting lives at both the high and low ends of the market. Brands and livelihoods. As the crisis continues to upend will be repositioning themselves and shifting to lives, companies are struggling to understand its digital channels, products, and services, opening full impact on their businesses and how best to up another front in the battle for new and existing respond. According to our recent B2B Decision customers. Maker Pulse survey, about a quarter of companies surveyed say they are redirecting and increasing In this context, it’s not enough to capture revenue; spend toward emerging opportunities. it has to happen quickly. We’re already seeing first movers reap significant rewards. As we outlined in our article Leading with purpose, marketing and sales leaders need to operate simultaneously across three horizons: navigating A mental model to enable Rapid the crisis now, planning for the recovery, and Revenue Recovery leading the next normal. This article will focus What really stands out is how leaders approach the on the second horizon and how companies can activities needed to drive revenue at a scale that accelerate what they do and how they work to makes a difference. The most effective leaders have capture revenue quickly for the recovery (Exhibit 1). a mental model built around SHAPE, an approach with five core elements: That element of speed and agility in particular is crucial because this once-in-a-generation — Start-up mindset. The start-up mindset biases challenge is likely to have a profound impact on action over research and testing over analysis. Web