A scene from the townhalls presentations in February 2020.
I know this for a fact, because on January 31, 2020 DOMO Chemicals signed the papers to buy Solvay’s European Performance Polyamides business – the biggest acquisition in the history of the company – doubling our turnover and workforce. And with this significant development marking the start of my leadership at Domo, I began ‘town hall’ meetings in February 2020 introducing myself and the new company to everyone at DOMO Chemicals at various locations across Europe.
These town hall presentations were a wonderful opportunity to connect and hear everyone’s feedback. But unfortunately, barely two weeks after they began, due to the unfolding Covid-19 crisis, they had to stop. It was incredible. Nobody then could have imagined how the world was about to change. Those first weeks gave me a new perspective on the 100 days philosophy and a new perspective on leadership, particularly around communication and connecting with all of my new colleagues at DOMO.
The birth of the Improve DOMO Program
It was around that time a famous Winston Churchill quote came to mind. He said, “never waste a good crisis” and at DOMO, we certainly used Covid-19 to innovate, fast. With some creative thinking and great IT, we went digital and made virtual meetings and connection to our customers and partners work, because we had to. I was new for the company; the company was new for me and what was going on was extraordinary. Despite the crisis, the power of innovation was implemented quickly, and things kept running smoothly.
I remember April and May were very difficult months. That was the moment when I knew that we had to do more, and why we started the Improve DOMO Program – a Program with clear objectives, crystalized and set out over time to allow prioritization and focus to ensure the execution of our growth strategy.