As we adapt to a new reality, our work is taking place across at least 3 time horizons: short-term response, medium-term resilience, and long-term recovery. Many public and social sector leaders are actively engaged on the first two - but the third is more elusive. When the immediate needs are so pressing, how do we dedicate time and space to thinking about anything else?
In many ways, the long term is as urgent as the short term. If we don’t plan for it now, the recovery will take us by surprise the same way the crisis did - and any opportunity that comes with it will pass us by.
How can leaders get ahead of this?