Even before COVID-19, many organizations faced considerable IT challenges. Now, COVID-19 is pushing companies to rapidly operate in new ways and IT is being tested as never before.As businesses juggle a range of new systems priorities and challenges― business continuity risks, sudden changes in volume, real-time decision-making, workforce productivity, security risks―leaders must act quickly to address immediate systems resilience issues and lay a foundation for the future. Leaders in the chemicals industry, for example, are recognizing resilience as a key success factor.
Once we reach the other side of this pandemic, it will be important to establish long-term strategies for greater resilience and to apply lessons learned from the experience to create a systems and talent roadmap that better prepares your company for future disruptions.
Organizations globally are experiencing unprecedented workforce disruption. Virtually all companies are still determining how we will work in the short- and long-term, as work forces and communities try to function and perform, while struggling to cope with what is happening in their daily lives.
Industries are rising to the challenge, helping people and organizations navigate massive workforce shifts, such as the urgent need to shift to a remote workforce to protect and empower employees, serve customers and to establish business continuity. For example, the now critical need for virtual care messaging and visits in healthcare.
Developing agile workforce strategies is critical to keeping the global economy viable and helping people and their families survive financially now and in the future. Opportunities are emerging as companies and industries work together to keep people working.
People, organizations and communities need fit-for-purpose plans today that can evolve as the global health and economic environment changes. Businesses, governments, citizens, and non-profits all play critical roles in establishing a human-centered, systems-minded approach that promotes shared workforce resilience.
The corona virus outbreak has forced companies to reevaluate how contact centers are leveraged, how employees deliver relevant customer experiences, where they work, and how digital channels can be used to support business continuity through the crisis and beyond.
The global COVID-19 pandemic has forever changed our experiences―as customers, employees, citizens, humans― and our attitudes and behaviors are changing as a result. The crisis is fundamentally changing how and what consumers buy and is accelerating immense structural changes in the consumer goods industry, for example. Once the immediate threat of the virus has passed, companies will need to consider the impact of these changes on the way we design, communicate, build and run the experiences that people need and want.
With these emerging new behaviors, organizations have an opportunity to accelerate the pivot to digital commerce, by expanding existing offerings and creating new lines of service, like the retailers rallying to provide “contact-less” delivery and curb-side pick-up services for consumers. This acceleration will force organizations to re-imagine their digital strategies to capture new marketplace opportunities and digital customer segments.
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Businesses must navigate the financial and operational challenges of covid-19 while rapidly addressing the needs of their people, customers and suppliers.
This blog offers insights from business leaders paired with tangible actions that your organization can take to turn massive complexity into meaningful change.
The journey to recovery and reinvention continues
Today’s business owners are faced with overwhelming, competing challenges and uncharted waters as they continue to navigate the impacts of the COVID-19 pandemic. Many organizations are already taking “no regret” actions to emerge from the pandemic stronger. These leaders are facing the crisis with a spirit of reinvention—accelerating digital transformation, establishing variable cost structures, and implementing agile operations.
But in recent weeks, the landscape has changed, with the pandemic continuing to peak in some markets and returning in others. Amidst this uncertainty, the steps for reopening and reinvention remain unchanged, but companies must now consider how the pandemic’s progress, strength or recurrence in different geographies is impacting their recovery strategies.
Companies must outmaneuver uncertainty by course correcting, again and again as circumstances change. This requires them to reassess assumptions, re-evaluate scenarios and strengthen their ability to sense and respond.
KEEP HUMAN NEEDS AT THE HEART OF YOUR CHOICES
Make decisions with responsibility in mind, protecting people’s interests on the path to recovery.