For 20 years, Alexandra Osmers led Network PR, one of the best-known communications agencies in the German-speaking world. Right at the height of the COVID-19 pandemic, she decided to leave the agency world and is now launching a new company, The Communication Architects. We spoke with her about change and how to deal with new situations.

FCG : Isn't a fresh start in the midst of a crisis a risky undertaking?

Alexandra Osmers : A not uncommon reaction to my new venture was actually something along the lines of "Hats off to you for having the courage to do that," which honestly surprised me. Because the real risk is the crisis itself, not the new beginning. It's a simple matter of weighing the options of remaining in a situation against the opportunities that arise from change.

FCG : So it was a good time?

Alexandra Osmers : I would say it was even ideal. I had all my concerns about the industry or our work long before Corona. When the crisis hit, it was more like a thunderclap and confirmation that all these issues, in their intensity and transformation, would now significantly accelerate. So it was high time to adjust our course and head in a different direction.

FCG : Change as a response to change?

Alexandra Osmers : Absolutely! It's not about resorting to drastic measures at all costs, but if the system is creaking, simply hammering in a few more nails won't help. Prolonged hesitation or half-baked innovations don't address the underlying problems and will prove fatal at the latest when the next crisis hits.

FCG : But isn't it advisable to wait and see until a storm passes?

Alexandra Osmers : Certainly, but our storm is more like a hurricane that has already thoroughly upended our carefully constructed order and brought about a multitude of irreversible changes. Much more crucial, however, is the fact that we will not emerge from this low-pressure system in the long term.

FCG : With the upcoming easing of restrictions and progressing vaccinations, could a turning point and a return to a new normal now occur?

Alexandra Osmers : That's right, but for that to happen, we need to understand that the new normal comes with corresponding changes that may negatively impact my business model or the security of my job. And we have to accept that change itself will be an integral part of the new normal.

FCG : That sounds drastic?

Alexandra Osmers : Not necessarily, basically it's the sum of all current trends and forecasts. The real question is simply how I deal with it.

FCG : Namely?

Alexandra Osmers : The first step is to accept the changes. Of course, you can believe that changes won't be so massive or so rapid, but that's a fear-driven, not a logical, way of thinking. And it takes far more energy than taking action yourself. It's better to face your fears and be aware of the worst-case scenarios: What does it mean if people only consume sustainably tomorrow? What are the consequences if brick-and-mortar stores are increasingly replaced by digital platforms? What are the consequences if the demand for my services declines in the future and I lose my job? Being aware of the worst-case scenarios provides greater security and enables you to plan and act accordingly. If things don't turn out (quite) that badly in the end, great, but if even one of the scenarios comes to pass, I can either react immediately or, ideally, have already initiated all the necessary changes beforehand.

FCG : People are aware of the different levels of change and are working on them. Is there really such a time pressure?

Alexandra Osmers : If Corona has taught us anything, it's undoubtedly how quickly and drastically changes can come and take effect. We may ultimately have more time in some areas, but relying on that is a rather unpromising strategy.

FCG : And what is the strategy to generate growth again in the medium term?

Alexandra Osmers : I believe that companies need new business models, and that these must be structured to be less dependent on growth. In the future, it will be more about exchange—both material and sociological—and about balancing people and the environment. It is undeniable that many sectors are out of balance and that the respective problems have been simmering for quite some time. Therefore, it is highly likely that we will face several more issues in the coming months and years, meaning that dynamic change must become a natural component of successful organizations.

FCG : How does that define success?

Alexandra Osmers : Success will belong to those who are able to remain relevant in terms of content, sociologically, and economically, and, as mentioned, to adapt quickly to change. Looking at the many businesses and companies currently operating, this will only be achievable through corresponding innovation. Innovation should therefore be given the highest priority; however, cost reduction and productivity increases are still often the dominant focus. In my opinion, achieving sustainable change here requires less management and more leadership and visionaries.

FCG : But what if you fail, despite all foresight and every effort?

Alexandra Osmers : Then you simply get back up! And try a different direction or take a different detour along the way. The fear of failure is just another worst-case scenario, the horror of which dissipates once you've experienced it firsthand. Failure is an essential part of trying things out, and we – especially in Germany – finally need to move away from this supposed disgrace, which isn't one at all. Those who fail have at least tried, and that alone deserves recognition! And the more I push and change things, the greater the chance that I won't be successful on every level. So what? The good news is that change is like a muscle that gets stronger and better the more I train it.

FCG : So everything will get better the more we change?

Alexandra Osmers : Nobody knows for sure, but there's a quote by Georg Christoph Lichtenberg in this context that I would wholeheartedly endorse: "I don't know if things will get better if they change. But they have to change if they are to get better."