As we cautiously emerge from beneath the shadow of COVID-19 and return to the workplace our thoughts begin to embrace the many uncertainties that confront us. More especially, how best to quickly restart our organisations in an environment where the rules are yet still mostly undefined, but likely to be very different than before and the expectations of our customers may well have changed substantially. What this pandemic has taught us is that we need to configure our organisations differently. They need to be much more agile, differentiated and yet at the same time inherently more robust. And, we need to accelerate our restart process to claim first-mover advantage in a marketplace that will very likely be much smaller, more selective, more aggressive, and very much more competitive than before. All this speaks of an organisational model that has an inherently flatter structure, distributed leadership, wider spans of individual control, devolved authorities and accountabilities, higher levels of visibility, rapid decision-making capabilities and needs to leverage its key differentiators in the eyes of its customers. Intuitively, this means the business can be continually tuned to operate at maximum effectiveness as a closely knit entity without the historical stove-pipe behaviours, tribes and process encumbrances that have existed before. It also requires a closely aligned, properly integrated people, process and technology infrastructure to help support, enable and drive it. Only through achieving this will the customer experience become truly enhanced!