Let’s get back to work. Unlocking the door and greeting your first customer feels positive, but is it enough to sustain?
As the business leader, more importantly is understanding the viability of your re-opened business operation.
As operations resume, parts will come humming back, but in the background will be friction. This is not a game of spinning plates. One or two high performing departments won’t cut it, you have to look at total throughput. Restaurant kitchens always have output capacity, but throughput is constrained by the dining room. People only eat so fast, tables turn only so many time during a meal period.
And, in the near term, dining room capacity will artificially be constrained by 75 percent. How fast does profit travel through your output system?
It feels good to open the doors, but there will be new constraints imposed that have to be accounted for in your business model. Those that survive will figure this out, now, and make appropriate adjustments.