Two years ago, I penned a piece on the fight to stay relevant as viewed through the eyes of individuals.

As we age, many of us fight to have our voices heard on a variety of fronts. That piece struck a particular chord with readers that I hadn’t expected.

What I didn’t know was that in the spring of 2020, I’d be writing part two of the need to stay relevant, only this piece would focus on businesses during the time of the coronavirus.

Devastation is not too strong a word to describe our current predicament. April brought with it more than 20 million job losses in America and an extraordinary unemployment rate of 14.7 percent.

The fight to stay relevant on the business front has enormous repercussions — not only how many jobs can be preserved, or how the public can be safely served, but at its core, how will our lives look? Will dining out be back?

Can we still celebrate a milestone moment with a gathering of family and friends? Attend a sporting event? As individuals plan for their next iteration, so too are businesses planning for theirs.

With this as background, I took to the phones to find out what was on managers’ minds as they planned to navigate these treacherous waters. I spoke with senior managers across industries and asked 10 questions that included:

— What questions will you need to answer as you reset the business?

— What will be one significant change in your customers’ expectations?

— What is one long-lasting change in how you will do business going forward?

While this is not the whole story, three themes have emerged that will no doubt redefine our business landscape.

Observation 1: Going Virtual Is Not a Momentary Blip

While many businesses have been using videoconferencing as a way of life pre-pandemic, working predominantly from home will become the new normal where the job allows it.

Previously, videoconferencing helped jam-packed schedules and the global sprawl of business. Today it’s about safety, cost and proof positive that it can work. As one CFO told me, “We’ve proven to ourselves that people can be highly productive from home, and we can save costs.”

The use of a hybrid model (mixing home and on-premise) appears to be the preferred approach. Referred to as “hoteling,” offices will be equipped for transient employees who need to come onsite sporadically.

This option is viewed as a way to maintain the energy of collaborative teams, while still controlling business costs and addressing safety concerns. “Agile desks” is another buzzword for non-assigned seating that will reduce workspace and cost.

If going virtual holds, expect our experience to improve. Zoom has gotten us started with its great GUI, but it falls short on collaborative aspects. The betting is that big companies like Microsoft will make sizable advancements.

Observation 2: “Customer-Centric” Will Take on New Meaning

Companies often claim customer-centricity, which usually means, “We do everything with the customer in mind.” In the new environment, this will be put to the test in a “put up or shut up” kind of way.

Customers will seek different pricing models, shared business risk, guarantees of preparedness, hyper-efficient training and more. The managers I interviewed expect little leniency and know they must up their game.

As one manager philosophized, “This just makes us go where we were expecting to go, but a lot sooner.” It also means that communication professionals are going to be very busy — giving people a reason to believe in a company’s customer-centricity is hard work.

Observation 3: Companies Will Refocus Their Portfolios and Lean Toward Quick Hits

Marginal or early stage initiatives will come under more scrutiny as leaders opt to double down on what they do best. For medical device companies, this might mean, for example, delaying applying technologies to other disease states if the development curve is long.

Brick and mortar stores will prefer hiring professionals who excel in delivering a virtual experience to their customers. One business owner who runs a funfest where customers paint while having a drink shared, “Virtual means fewer costs, less mess, and better margins. Plus, we can scale more easily.”

Similarly, technology companies will look to address smaller product gaps that allow for quicker rollout. At least for now, point-to-point solutions will get more attention over more integrated platform development.

It is hard to predict how long these new preferences will last and what trends will follow. Managers are just finding their sea legs as they take stock of their surroundings. Flexibility, customer centricity, and hitting singles versus home runs will be guiding principles.

Open-minded and open-seated teams will lead the way as we prepare to engage our post-COVID-19 world.

Never has business planning been more critical.