What Companies Can Do To Insulate Themselves


Serial entrepreneur, founder and CEO Vlad Gozman let me inFollow @vladgozman on Twitter.

As the impact of Federal Reserve policy continues to grow, it is becoming clear that the tech industry is not immune to major recessions.we have already seen the work With tens of thousands of job cuts announced by companies such as Google and Facebook, it’s still likely that the sector will get even darker.

This reflects the impact of past recessions that have hit so-called ‘core’ industries. Many liken today’s situation to his situation in 2000, when the dot-com bubble burst and tech companies laid off their workers for the first time.

But many leading analysts see more economic pain ahead. In fact, Bloomberg analysts see him 100% likely that the US will plunge into recession within his year.

Companies that avoid layoffs are more likely to succeed.

Fortunately, technology leaders have options to weather the storm without slashing headcount. Looking back at the dot-com bankruptcy of 2000, we find lessons about how best to prepare for a potential recession.

The companies that stood out during the dot-com crash were those that retained their core employees.Ah harvard business review The article notes that publicly traded companies with little or no layoffs “recorded an average 9% stock price increase,” while “companies that laid off 3% to 10% of their workforce remained flat.” I am emphasizing that Companies that laid off 10% or more of their workforce saw a shocking 38% drop in stock prices.

These findings hold true for technology companies today. What leaders should learn from the dotcom bankruptcy is that while cutting headcount may make sense from a near-term cash flow standpoint, it’s only a short-term solution, not a long-term risk. is accompanied by Companies that avoid layoffs are more likely to succeed in the long run.

Consider Elon Musk’s recent layoffs on Twitter. These measures were initiated as a cost-cutting measure, but have escalated to litigation, increasing the risk of fines and ethical concerns that could have long-term consequences.

That’s because human capital is one of a company’s most important assets. A key element of any recession preparedness strategy is to protect and invest as much human capital as possible. This introduces an obvious paradox. After all, human capital is one of the largest cost centers a company has. The solution is to look for ways to maximize the value of that human capital.

Leaders should strive to identify the best ways to maximize the return on each individual’s efforts. For example, rather than focusing solely on layoffs, opportunities for upskilling, horizontal rotations, and other means of increasing employee value should be explored and offered as a cost-saving solution. I have. This approach has proven effective in keeping morale high and preventing conflicts stemming from cost savings.

Finally, leaders must foster innovation within their organizations. During a downturn, it’s especially important for employees to keep thinking critically about new technologies, products, and services that can help the company weather the storm. This requires creativity. Something companies often lack in times of crisis.

Leaders should look for ways to incentivize employees to come up with ideas that can make a difference in the long term.

By doubling your innovation, you can reap the benefits.

Another important lesson from the 2000 dotcom bankruptcy is that companies that focused on innovation were among the few winners. For example, Netflix, founded in 1997, continued to innovate in the early 2000s and hasn’t looked back since. Blockbuster declared bankruptcy in his 2010, but Netflix has become one of the most successful and beloved companies on the planet.

Amazon also weathered the 2000s by doubling down on innovation efforts. Throughout the early 2000s, Amazon continued to invest heavily in technology, expanding its service offerings and becoming a powerhouse. The lesson here is that investing in technology can help companies prepare for a potential downturn.

But innovation is such a broad category that it can be difficult for leaders to know where to focus their efforts. His one principle of innovation that is often overlooked but has great potential is marketing optimization. A company’s marketing efforts don’t necessarily have to be completely redesigned to be effective. In fact, focusing on optimizing your existing customer list and marketing his campaigns can yield huge returns.

For example, all interactive content can be used to optimize a company’s existing campaigns such as quizzes, polls, and surveys that gather valuable data on customer preferences, buying behavior, etc. (Full disclosure: My company provides these services). The bottom line is that businesses shouldn’t be afraid to invest in innovation and marketing optimization during downturns. It can mean the difference between success and failure. Instead of completely overhauling strategy with layoffs and closed departments, we should strive to make strategic investments that can have a positive long-term impact.

It is impossible to predict when and how hard a recession will hit. But what is certain is that technology leaders should take proactive steps now to prepare for a potential recession.

It means protecting human capital. Consider options for upskilling, horizontal rotation, and other methods to get better returns for individual employee efforts. Double down on innovation and marketing optimization. That way, tech companies can weather the storm with minimal job losses and long-term economic benefits.


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