The Strategic Change Matrix and Business Sustainability across COVID-19

Abstract

This study’s case narrative presents the Australian digital marketing firm (DUK). DUK successfully transitioned across the 2020 Australian business economic downturn created during the COVID-19 global pandemic. DUK’s competencies, capabilities and competitiveness form its 3Cs Market Intelligence Framework. When these 3Cs are expanded, and then networked with Porter’s Five Forces model, along with the firm’s decisive pivot with knowledge inclusions, the DUK strategic change matrix can be used to portray a firm’s matrix-box of its current multi-dimensional business components. The strategic change matrix approach offers a firm a visual map that can be matrix-boxed and quickly interpreted. When faced with adversity, a firm can remap its matrix-box into an expanded form that includes its proposed enhanced competitiveness business solutions. These solutions can then be operationalised to form potentially sustainable business pathways into the future. This approach is particularly useful when a firm is confronted with a perceived economic, or game-changing business crisis, or when a firm makes the strategic decision to pivot, and to seek a new sustainable business-enhancing pathway, or when a firm just wants to visualise its ongoing business pathways into the future.

Sustainable Business Models: A Bibliometric Performance Analysis

“…All in all, challenges related to the COVID-19 pandemic may result in the need to reconceptualize current theories and frameworks related to sustainable business models, e.g., concerning drivers and barriers to business models for sustainability [66]. Recent studies on the relationship between sustainable business models and pandemics have already begun to emerge, for example [67,68]. In the current perspective of changes evoked by COVID-19 pandemic, it may become even more significant and worth further analyses.…”

Innovation as recovery strategy for SMEs in emerging economies during the COVID-19 pandemic

“…In the context of crisis, innovation has been identified as a powerful trigger for organizational resilience of small businesses and economic development in both, the manufacturing and service sectors Forsman, 2011 , Ucaktürk et al, 2011 , Nah and Siau, 2020 . Coincidentally, these are the most affected sectors during the COVID-19 pandemic Fernandes, 2020 , Hamilton, 2020 .…”

“…Under this scenario, there is a crucial need to gather most of the knowledge regarding business management, strategic planning and innovation, to formulate alternatives for SMEs to reinforce their business models for different markets and restrictions. To address this need, the research community published discussions regarding the impact of the COVID-19 pandemic on businesses and reviews on previously published works which could provide recommendations for SMEs He and Harris, 2020 , Nah and Siau, 2020 , Hamilton, 2020 , Eggers, 2020 , Kuckertz et al, 2020 .…”

La adaptación de las empresas a la realidad COVID: una revisión sistemática

“…Superado el primer y severo golpe, empresas de todos los sectores se han replanteado su sostenibilidad: las investigaciones de Păunescu y Mátyus (2020) revelan cómo sus principales temores el mantenimiento del negocio desde el punto de vista de la sostenibilidad financiera, la inseguridad económica y la alta probabilidad de pérdidas de empleo. Las denominadas 3C (competencias, capacidades y competitividad) ofrecen un marco interno capaz de hacer avanzar a la empresa hacia ese futuro asegurado (Hamilton, 2020). La "nueva normalidad" debe basarse en un enfoque conciliatorio que asegure un acceso asequible a los productos y servicios para la población, gestione adecuadamente el consumo de la sociedad de recursos naturales y luche por la excelencia tecnológica (Herstatt & Tiwari, 2020).…”