More is better:
In many areas, startups can - and should - do more than they have in the past. Many have not yet consistently switched to a crisis mode. And they have done so in the sense of better identifying and working out the opportunities for change and development they contain - or pursuing them more intensively.
Our own crisis management:
Many startups are not yet broadly positioned enough to already have their own crisis management. This is due to the fact that they do not yet have many years of experience with past crises (empirical knowledge). In many startups, this can also be age-related - be it through the founders or the team as a whole. This offers an entry point for investors who bring this experience with them.
Own framework versus global framework:
In many start-ups, one has reacted within one's own, mostly narrow framework - but not beyond that in a global context.
If this has not already been done, the company's own products should be expanded or adapted to reflect previous experience. Every start-up is affected by the impact of the crisis in its own way.
The background to this is that a similar dynamic as before may be repeated as the crisis progresses. Moreover, new crises or crisis-like circumstances can of course occur at any time in the future.
Profiteers of the crisis:
Some start-ups are among the beneficiaries of the crisis, but should still use the above approaches, as they could be affected in exactly the same way in the next type of crisis - or special circumstances. In other words, they should take the crisis as an opportunity to set up or update a crisis management system.