With the world feeling ever so unsettled at the moment, it can be hard to imagine what a post-COVID existence might look like. However, businesses are being encouraged to picture that world, so that they can make plans for the future and hit the ground running once they are fully out of lockdown and back to ‘normal’. Take a look at our top tips on how to pivot post-crisis.
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
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Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020David Terrar
My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
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Public Sector Enterprise ICT 2020 - Chairman's Address - 24 Nov 2020David Terrar
My scene setting slides from Whitehall Media's ESICT 2020 conferen ce 24 November 2020. We love in exponential times. The rate of change last century has accelerated this century, but nobody prepared us for the changes in 2020. Now work isn't somewhere you go, it's something you do. We've been around one the planet for 200,000 years. We've been through 3 complicated industrial revolutions, but this fourth one brings us in to the complex. A small change can have massive implications. The small change this year was COVID-19. An virus none of us can see that has changed life and work for all of us. We need different thinking. We need exponential thinking to replace our linear thinking. An agile approach in place of business as usual. An approach where we shift from command and control and hierarchy to a more distributed style of leadership and a flatter organisation. We need to shift power to the edge, to be close to the customer. We need to recognise that digital transformation isn't a project, it needs to be a continuous approach to stay ahead of the competition. To adapt to survive.
Driving High Performance Through Finance Workforce Masterycjazh
economic downturn, companies
are readjusting their workforce
priorities.
The preceding, of course, applies
to all workforces but is especially
relevant to the fi nance function.
As it strives to fulfi ll its increasingly
important role in supporting and
guiding the enterprise through
turbulent economic conditions,
the fi nance organization must
rethink how it attracts, retains,
develops and manages its people.
San Francisco Jobs, Skills, and Opportunities in the Age of AIaccenture
Accenture and the SF Chamber released new data to show the readiness of Bay Area-based businesses to develop, grow and adapt as Artificial Intelligence, Augmented Intelligence and Automation become prevalent in the modern workplace. Surveying 250 local business leaders, the results suggest that businesses expect significant changes in the near future as their companies adopt and integrate new technology solutions. The challenge, however, is how to scale the use of these new capabilities and to hire and develop the right talent in an environment where unemployment is at an all-time low and the hiring market is extremely competitive. Review findings and data from the research. Visit https://accntu.re/2VlXrcd to learn more.
Organizations are under greater pressure to deliver value for all stakeholders to create a more sustainable and equitable world. Achieving short-term and long-term financial performance while addressing the interests of all stakeholders and wider society requires a wider set of leadership qualities.
The World Economic Forum’s Forum of Young Global Leaders and Global Shapers Community, in collaboration with Accenture, identify the Five Elements of Responsible Leadership that will be critical in the 2020s: Stakeholder Inclusion, Emotion & Intuition, Mission & Purpose, Technology & Innovation, and Intellect & Insight. We show that companies that achieve both top-tier innovation and sustainability & trust enjoy superior financial performance; and that these profitable trusted innovators also commit to the Five Elements of Responsible Leadership.
Read the full report: https://accntu.re/36UC0pq
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The Three Stages of Global Payroll ImplementationCloudPay
Download Full Report: https://www.cloudpay.net/cloudpaper/global-payroll-implementation
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Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
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In the near future when the dust settles… And it will… if you want to hit these low marketing costs and get a head start on your competition you need to get your digital marketing plan in order yesterday. Cause when that time comes and the world goes back to normal you need to hit the ground running.
Driving High Performance Through Finance Workforce Masterycjazh
economic downturn, companies
are readjusting their workforce
priorities.
The preceding, of course, applies
to all workforces but is especially
relevant to the fi nance function.
As it strives to fulfi ll its increasingly
important role in supporting and
guiding the enterprise through
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rethink how it attracts, retains,
develops and manages its people.
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Organizations are under greater pressure to deliver value for all stakeholders to create a more sustainable and equitable world. Achieving short-term and long-term financial performance while addressing the interests of all stakeholders and wider society requires a wider set of leadership qualities.
The World Economic Forum’s Forum of Young Global Leaders and Global Shapers Community, in collaboration with Accenture, identify the Five Elements of Responsible Leadership that will be critical in the 2020s: Stakeholder Inclusion, Emotion & Intuition, Mission & Purpose, Technology & Innovation, and Intellect & Insight. We show that companies that achieve both top-tier innovation and sustainability & trust enjoy superior financial performance; and that these profitable trusted innovators also commit to the Five Elements of Responsible Leadership.
Read the full report: https://accntu.re/36UC0pq
Closing the gender pay gap in Indonesia_ IWD'17 researchAccenture ASEAN
Globally, for every $100 a woman makes, a man makes $258. Our research identifies three powerful ways to help close this pay gap if business, government and academia provide critical support—and their combined impact is extraordinary.
We also partnered Femina in Indonesia to conduct a focus group discussion with women respondents to complement the global quantitative data.
The End of Management Accounting As We Know It Chris Catto
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TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
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The Three Stages of Global Payroll ImplementationCloudPay
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In this report, we explore three stages of payroll transformation: evaluation, selection and deployment. For those tasked with managing any of these critical steps, we provide real-world advice assimilated from many years of building business cases and running global payroll projects.
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
Accenture’s research into collecting employee data can help organizations get the most out of their employees and decode their organizational DNA. Learn more.
In the near future when the dust settles… And it will… if you want to hit these low marketing costs and get a head start on your competition you need to get your digital marketing plan in order yesterday. Cause when that time comes and the world goes back to normal you need to hit the ground running.
The speed at which a business needs to evolve continues to accelerate. Consumers and employees have increasingly high expectations for how a company should operate and the services it should deliver, while entrepreneurs, business owners, and executive teams are increasingly under pressure on how to meet those expectations. Yet, despite this reality, many organizations continue to fall behind. The mid-market sector, in particular, tends to struggle the most with keeping up with our rapidly changing world. But it doesn’t have to be this way. There
are things companies can do today, right now, that can make a huge difference in what happens tomorrow.
In today’s unpredictable landscape, with so many businesses at a proverbial fork in the road, it is the perfect time to unveil our future-proofing strategies to help you stay relevant, unlock hidden opportunities, and achieve unprecedented growth, all while living a happier and more fulfilled life.
Are actionable org charts becoming the ultimate tool to combat the new normal Bizkonnect
Ensuring touch base at the right time and in the right way is a pressing priority for businesses across the industry verticals. Org Charts can be your obvious rescue at this point.
Many of my friends from industry have asked for my opinion on the economic crisis and its impact on business. My answer to them is that the real problem is that companies simply do not internalise the proper actions to take in order to respond to such a situation.
And rarely is it more critical than in retail business strategy, and the far-reaching implications surrounding the phenomena often known as ‘wallet share’ or ‘share of wallet’.
‘Share of wallet’ is in essence an holistic term capturing the aspect of a retailer’s desire to understand and manage consumer spending, how much they have, and how frequent and recent this occurs. This clearly introduces the aspects of service, proposition, customer loyalty, and internal & external change as strategy components for serious consideration by the senior management team.
This paper seeks to explore these aspects of a Retail business strategy, giving insight and advice for a stronger business strategy in ‘Changing Times’.
Online Learning Tutorials - An Easy Way to Become Java ProfessionalReon Technologies
GKIndex offers the best Java tutorial for beginners. This free java online course help you learn the basics of java programming language from scratch.
https://www.gkindex.com/
COVID-19: Redefining The Role of Leadership in Your OrganizationMarianne Harness
Leadership during COVID-19 is challenging situation. Read this blog to find out how you can maneuver through the crisis safely and emerge as resilient.
Over the years we’ve noticed that even amazingly creative and unique companies can struggle with getting ideas off the ground.
Whether it’s a simple fix to an organisational chart, or a bit of nudging in the right direction to help a company to launch a product idea with an impactful return on investment (ROI). Making improvements can turn a new product dream into a reality, and we know the value in having an extra set of eyes (and hands) to help with a company’s innovation efforts.
That’s why we put together this informational guide - to share some of our experiences and help even more teams and companies to leverage their inner talents and unlock their
innovation potential.
In this guide, we’ll share some of our best tips and tricks, including how to:
> Recognise trends and how customer preferences change;
> Focus on your company strengths in order to get the most out of innovation;
> Identify and remove common obstacles to innovation;
> Build levels of innovation that come naturally and are sustained - through the innovation value pyramid; and,
> Use practical exercises to future-proof your innovation efforts.
Who this book is for
Every business needs innovation. It’s commonly associated with it’s long-term success.1 It helps a business to solve problems, save precious time and money, and set it apart from the competition so it can grow faster.
Every employee within a company can contribute to innovation, too. Whether you’re the boss of an energetic startup company, an aspiring leader or an employee at an organisation, you’ll be able to use this guide to help build innovation in your professional scenario.
We’ll use examples of all sorts of different types of businesses: from software companies, construction firms, tech businesses to self-employed consultants. Even if your unique business model is not specifically discussed, you’ll be able to apply the methods without issue.
Innovolo is an active supporter of the idea that innovation is important (dare we say - essential) for any business to thrive.
If you’re interested in knowing why (and how to do it yourself), then read on!
Bradley Pallister
With Christmas just around the corner, this edition Grant Field shares six tips to take your business to the next level in 2015. You will also see an update on the latest changes to SMSFs and the imminent end of the ATO's Project Do It campaign. Happy reading.
With Christmas just around the corner, this edition Grant Field shares six tips to take your business to the next level in 2015. You will also see an update on the latest changes to Self-Managed Super Funds and the imminent end of the ATO's Project Do It campaign. Happy reading.
When business is slowing down, it is difficult for a business to go on. Pandemics and economical crisis can take a toll on any business or worker. Here are some tips that can possibly help you surpass that.
source: https://deftpdf.com
8 Steps To Help Your Business Survive The COVID-19 PandemicPropel Guru
One of the best things that you can knowingly or unknowingly do for your business is to ask yourself whether your products and services could be of additional relevance or use in the midst of the COVID-19 crisis.
In virtually every decision they make, executives today consider som.pdfaswrd
In virtually every decision they make, executives today consider some kind of forecast. Sound
predictions of demands and trends are no longer luxury items, but a necessity, if managers are to
cope with seasonality, sudden changes in demand levels, price-cutting maneuvers of the
competition, strikes, and large swings of the economy. Forecasting can help them deal with these
troubles; but it can help them more, the more they know about the general principles of
forecasting, what it can and cannot do for them currently, and which techniques are suited to
their needs of the moment. Here the authors try to explain the potential of forecasting to
managers, focusing special attention on sales forecasting for products of Corning Glass Works as
these have matured through the product life cycle. Also included is a rundown of forecasting
techniques.
Strategic planning focuses largely on managing interaction with environmental forces, which
include competitors, government, suppliers, customers, various interest groups and other factors
that affect your business and its prospects. Your ability as a small business owner-manager to
deal with these groups will vary widely depending on the group and on the timing. Also, you
may be able to get more of what you want from a supplier than from a competitor (although size,
distance, the percentage of the supplier\'s business you represent and your record of
dependability as a customer can affect this relationship). How you manage these and other
relationships is one of the decisions you will make during the strategic planning process.
Because of major changes in the business environment, your familiarity with strategic planning
and your ability to implement it is critical. At one time, business owner-managers assessed the
environment on a continuum that ran between very stable and very unstable. Businesses, such as
the producers of automobiles, furniture and other consumer goods, operated in a relatively stable
and predictable world. This also was true of many service firms, such as banks and savings and
loans. Typically, the environment included competition that was limited to a stable group of
competitors, loyal customers and a relatively slow transfer of information. Many small
businesses could thrive in this environment. Other small investors entered fields such as
xerography, computers and computer component production, software design and chemical
research. Some of these grew rapidly, becoming names with which we all are familiar: Xerox,
IBM, Apple and Microsoft. But many more failed.
Today, experts agree that more businesses face an unstable business environment. Improvements
in information processing and telecommunications have made major changes in most industries.
Along with this, improvements in transportation and the growth of foreign economies
(specifically in Europe and Asia) have created a global marketplace and redefined certain
industries. In addition, as consumers are exposed to more choices, loy.
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How Can Businesses Pivot Post-COVID?
1. How Can Businesses Pivot Post-COVID?
With the world feeling ever so unsettled at the moment, it can be hard to imagine what a post-
COVID existence might look like. However, businesses are being encouraged to picture that
world, so that they can make plans for the future and hit the ground running once they are fully
out of lockdown and back to ‘normal’.
This new normal is what businesses are speculating about — how can we predict and adjust to
what the world might look like post-coronavirus? We’re interested in how businesses can be
agile and flexible in order to pivot to the post-COVID world. Truly, we can neither predict nor
control the uncertainty prevailing in the world and in the economy. Hats off to the
entrepreneurs and business owners who are navigating our businesses through the turbulent
times and the risks that we are taking head-on. It is not meant for the faint-hearted.
Take a look at our top tips on how to pivot post-crisis.
2. Assess Your Business’ Current State
Business leaders need to assess their business strengths, weaknesses, existing resources, in light
of the current trends. This would be a good time to also assess the capabilities and capacities of
the existing team members. Ensure you are putting the right people on the right key seats and
getting people off the bus. I recently wrote an article on the 11 Cs that will help you cope with
this period, and many of those strengths should be looked at now.
Put Employees First
It goes without saying that in the current climate, some staff cutbacks have been unavoidable.
The negative impact of the pandemic has reached every corner of our businesses, from the
boardroom to the everyday worker.
In those instances where employees have been cut, it is important that a plan is in place to bring
them back on board as soon as the time is right. It is also essential that change is communicated
openly and honestly throughout the organization. Your people are your life force, and the only
way you will be able to navigate the post-COVID world is with a team of employees who believe
in the business.
Employee concerns must be held in high regard at this time — your people need to know that
you care about their well-being and how the business will support them post-coronavirus. Many
people have had their lives changed by the pandemic, and it is essential that businesses
recognize that.
Invest in your people and ensure they have the skill training they need to help them excel in
these crazy times. The safety of our people and those around us is our top priority.
Be sensitive to business changes that employee might want
It is essential that we are aware of what many employees have given up recently. For many, the
pandemic has meant that they have had to work from home, take a pay cut, and essentially
switch up their lifestyle in order to help your business survive.
In the post-pandemic world, it’s important that you respect these changes that they’ve made
and take into account that they might want some government agency over how they work now.
When we heard back into the office, this might mean that people want to work from home more
frequently, have an altered dress code, tools to effectively work remotely or have more freedom
when it comes to flexible work hours. These changes may threaten core business DNA and
therefore one may need to consider protecting their company culture and core values.
These changes are to be expected — your people have spent the past few months bending for
you, so now it’s time for you to bend a little for them too.
3. Focus on a responsible balance sheet
As we move into the post-COVID world, business leaders are being urged to remember that
there are more important things than profit during this time. As the crisis subsides, it will be
essential that companies build their cash reserves back and take a more conservative approach
to spending. They need to keep an eye on cash like a hawk, watching all the inflows and outflows
and prioritizing what goes out. One may need to invest time to figure out which customers are
contributing to cash, those who aren’t, need to be cut off. We need to prepare reports that
assist in demand forecasting and match that with our supply and resources. Revisit our KPI
dashboards and look at the numbers daily and weekly, and not monthly and quarterly.
Short term investors and stakeholders might want to push for growth; however, we will likely
see a shift in how things are done. It will be more important for CEOs to push back against any
shareholder plans for major growth and work towards a more stable balance sheet. Businesses
need to take into account the interests of employees, customers, and communities over profit
during this time. The keyword is cash.
Be sensitive to the challenges in the world right now
The majority of people are facing crazy changes to their life right now, and that won’t go away in
the post-COVID world. It’s important that businesses pivot their sales and marketing strategies
to be more sensitive to the state of the world right now.
This might include taking a calmer approach, appealing to people’s needs or simply avoiding any
triggering language that might be offensive or insensitive. It’s important to ensure that our
messaging is empathetic and caring during this time — not forceful or boastful.
Times have been hard for everyone; we’ve all had to swallow our pride and accept the grim
realities of the past few months. It’s essential that our businesses pivot to take that into account.
If we don’t, we’ll find that people are turned off by our marketing approach.
Be prepared to be flexible
Ultimately, none of us know what will happen in the post-COVID world. This is unchartered
territory, and no one can fully predict what will happen. However, we can be sure that adopting
a flexible approach and remaining agile and willing to change will help businesses succeed in the
future.
Often businesses have to pivot many times in their lives to cope with external changes — this is
certainly one of those times for many. Be open to the possibility of change and willing to pivot if
another path makes more sense. Businesses who do this will have a much better chance of
survival.
4. The rate of change in the coming months will be incredible. One needs to have a team that
understands that change is inevitable, and they all need to become comfortable with it.
Be prepared rapid digital transformation
If your business was not already investing in technology or was avoiding the use of digital
trends, now may be the time to ensure they are part of your plans and pivot. We have already
seen how some industries were able to successfully adapt to the challenges COVID presented
and were able to extend their business leveraging simple technology innovations.
There are myths that digitization is hard, it is expensive, the ROI is uncertain, and that it takes a
long time to realize the benefits. The pandemic has taught us that all these myths about
digitization are false and they need to be ignored. One needs to invest in programs that are
urgent, bring in rapid cash to the balance sheet, increase revenue, improve margins, and help
build a competitive advantage. It is common sense. Let us not over complicate the decision
making here. You don’t have to plan a complete overhaul; it can be done in bite-size initiatives.
In my businesses, ENO8 and ISHIR, this is exactly what we have been trying to educate our
clients about. But we have seen that people within the organizations resist digitization and delay
the necessary innovation process. One needs to partner with their digitization provider and
make this happen now.
Most businesses discovered the gaps in their businesses that they did not have a direct
relationship with their customers but were overly dependent on the intermediary or
distributors. For example, in retail and restaurants quickly adding the ability to add curbside
pickup or delivery was essential, whereas we saw education quickly moving to online learning,
and smaller events moving towards online events. Leveraging technology and innovation have
been essential to success during this period and many businesses will need to keep this up post-
COVID.
Create up to 3 scenarios
With the help of teams and key customers, define 3 scenarios and contingency plans based on
market assumptions and demand possibilities. This will help you hedge your risks and allocate
your budget and resources towards the most plausible ideas. Use the 50:30:20 method, which
loosely means that you’ll put 50% of your income on needs, 30% on wants, and socking away
20% to experiments. 50% of your resources should go towards the most feasible and essential
scenario and so and so forth. We would really like to see most businesses come back strong
post-COVID.
I’d love to hear your thoughts on this. How is your business pivoting to adapt to a post-COVID
world? If there is anything, I can do to help you with please do not hesitate to reach me. If you
want to learn more, schedule a meeting with me.
5. WRITTEN BY
Rishi Khanna
Thought-leader, Culture Building and Growth CEO. A leader in the following companies: ENO8,
ISHIR, BorderlessMind, Digital Success and AnythingCloud.