- Organizations have had to rapidly change how they operate during the COVID-19 pandemic, shifting to remote work and digital collaboration tools. Maintaining company culture during this significant change is important for employee experience and engagement.
- Companies are implementing strategies across an "influence model" with four quadrants to drive organizational change, including protecting core operations, innovating new ways of working, and motivating employees through meaning. This helps create an environment where thinking and behaviors align with needed changes.
- The pandemic is accelerating the shift to digital workplaces. Both employers and employees must balance professional and personal responsibilities in remote settings. Technology and maintaining social connections between remote staff will be important for success.
Recruiting is the process of finding & attracting capable applicants for employment. The process begins when new recruits are required & ends when their applications are submitted.The result is a pool of applicants from which new employees are selected.
The Best slide I have ever created. Even I practically designed the slide. The animations are balaced than ever. I don't know when I will again create a slide like this. It is about the the functions of Management of Unilever. We all know the basic management consists of 5 steps. Planning, Organizing, Staffing, Leading & Controlling. Now how the worlds third largest consumer goods company does it. The datas are mixed with two perspective International and Bangladesi. But, this slide provides solid info. Hope you like it :)
Recruiting is the process of finding & attracting capable applicants for employment. The process begins when new recruits are required & ends when their applications are submitted.The result is a pool of applicants from which new employees are selected.
The Best slide I have ever created. Even I practically designed the slide. The animations are balaced than ever. I don't know when I will again create a slide like this. It is about the the functions of Management of Unilever. We all know the basic management consists of 5 steps. Planning, Organizing, Staffing, Leading & Controlling. Now how the worlds third largest consumer goods company does it. The datas are mixed with two perspective International and Bangladesi. But, this slide provides solid info. Hope you like it :)
Organizational analysis entails carrying out evaluation on the processes of a company as well as
those employed to run such processes. This covers issues linked to structures, formalities and
processes which are the major elements that drive change in the modern world. In this article we will cover the Organizational analysis – the coca cola company.
- See more at: http://www.customwritingservice.org/blog/organizational-analysis-the-coca-colacompany/
Apple inc. Strategic Case Analysis PresentationMahy Helal
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
AN OVERVIEW ON THE CORPORATE SOCIAL RESPONSIBILITY INITIATIVES BY PROCTOR &GA...VARUN KESAVAN
Procter & Gamble Co. (P&G) is an American multi-national consumer goods corporation headquartered in downtown Cincinnati, Ohio, founded in 1837 by British American William Procter and Irish American James Gamble.[3] It primarily specializes in a wide range of cleaning agents and personal care and hygienics products. Before the sale of Pringles to the Kellogg Company, its product portfolio also included foods, snacks and beverages.[4]
In 2014, P&G recorded $83.1 billion in sales. On August 1, 2014, P&G announced it was streamlining the company, dropping and selling off around 100 brands from its product portfolio in order to focus on the remaining 65 brands,[5] which produced 95% of the company's profits. A.G. Lafley—the company's chairman, president, and CEO until October 31, 2015—said the future P&G would be "a much simpler, much less complex company of leading brands that's easier to manage and operate".[6]
Sustainability is integrated into our company’s purpose of touching and improving the lives of consumers now and for generations to come. We define sustainability broadly at P&G to include both environmental sustainability and social responsibility.
Oticon Change Process - Putting people firstOliver Madden
MBA Presentation
MBA in International Management: ESCP Europe Business School
Group Presentation: Leading Teams & Organizations
Case study analysis of Oticon's organizational transformation
This ppt is made by Maira Shehzad Kaiser Durrani. A student of Iqra University and her group members in introduction to business class. in this ppt information about products and services and company of Coca Cola is provided
Corporate Social Responsibility (CSR) at Hindustan Unilever (HUL)Rohan Bharaj
This presentation showcases the CSR activities undertaken by the biggest FMCG company in India - HUL.
It also talks about how it has impacted the lives of so many people in a positive way.
The Covid 19 pandemic caught us off-guard and caused us a lot of difficulties. The world economy is on the verge of going into recession. The unemployment rate is the highest in many years. Now, companies must plan the Future of Work so that they can recover from this loss and continue thriving.
Experts at Deloitte India identified seven key learnings relevant to the acceleration of Future of Work in India. As conclusive remarks, they also have presented what a COVID adjusted strategy could look like for any organisation looking to embrace the Future of Work. See More : https://www2.deloitte.com/in/en.html
Organizational analysis entails carrying out evaluation on the processes of a company as well as
those employed to run such processes. This covers issues linked to structures, formalities and
processes which are the major elements that drive change in the modern world. In this article we will cover the Organizational analysis – the coca cola company.
- See more at: http://www.customwritingservice.org/blog/organizational-analysis-the-coca-colacompany/
Apple inc. Strategic Case Analysis PresentationMahy Helal
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
AN OVERVIEW ON THE CORPORATE SOCIAL RESPONSIBILITY INITIATIVES BY PROCTOR &GA...VARUN KESAVAN
Procter & Gamble Co. (P&G) is an American multi-national consumer goods corporation headquartered in downtown Cincinnati, Ohio, founded in 1837 by British American William Procter and Irish American James Gamble.[3] It primarily specializes in a wide range of cleaning agents and personal care and hygienics products. Before the sale of Pringles to the Kellogg Company, its product portfolio also included foods, snacks and beverages.[4]
In 2014, P&G recorded $83.1 billion in sales. On August 1, 2014, P&G announced it was streamlining the company, dropping and selling off around 100 brands from its product portfolio in order to focus on the remaining 65 brands,[5] which produced 95% of the company's profits. A.G. Lafley—the company's chairman, president, and CEO until October 31, 2015—said the future P&G would be "a much simpler, much less complex company of leading brands that's easier to manage and operate".[6]
Sustainability is integrated into our company’s purpose of touching and improving the lives of consumers now and for generations to come. We define sustainability broadly at P&G to include both environmental sustainability and social responsibility.
Oticon Change Process - Putting people firstOliver Madden
MBA Presentation
MBA in International Management: ESCP Europe Business School
Group Presentation: Leading Teams & Organizations
Case study analysis of Oticon's organizational transformation
This ppt is made by Maira Shehzad Kaiser Durrani. A student of Iqra University and her group members in introduction to business class. in this ppt information about products and services and company of Coca Cola is provided
Corporate Social Responsibility (CSR) at Hindustan Unilever (HUL)Rohan Bharaj
This presentation showcases the CSR activities undertaken by the biggest FMCG company in India - HUL.
It also talks about how it has impacted the lives of so many people in a positive way.
The Covid 19 pandemic caught us off-guard and caused us a lot of difficulties. The world economy is on the verge of going into recession. The unemployment rate is the highest in many years. Now, companies must plan the Future of Work so that they can recover from this loss and continue thriving.
Experts at Deloitte India identified seven key learnings relevant to the acceleration of Future of Work in India. As conclusive remarks, they also have presented what a COVID adjusted strategy could look like for any organisation looking to embrace the Future of Work. See More : https://www2.deloitte.com/in/en.html
Navigating the new world ushered in overnight by COVID-19Belatrix Software
We’re all being challenged by the current situation. In a matter of weeks, much of what we have always taken for granted, has changed. In this Belatrix report, we explore five key areas that we have identified for leaders and managers to focus on.This covers the spectrum from looking after your employees, to evaluating what products and services will remain viable in the long-term.
Ordinarily, we don’t expect perfectly good airplanes to fall out of the sky for no reason. When it happens, and it turns out that the reason was carelessness or a failure to act reasonably, then the tort of negligence may apply. All persons, as established by state tort law, have the duty to act reasonably and to exercise a reasonable amount of care in their dealings and interactions with others. Breach of that duty, which causes injury, is negligence. Negligence is distinguished from intentional torts because there is a lack of intent to cause harm. If a pilot intentionally crashed an airplane and harmed others, for example, the tort committed may be assault or battery. When there is no intent to harm, then negligence may nonetheless apply and hold the pilot or the airline liable, for being careless or failure to exercise due care.
As senior managers assess the fallout of the pandemic, top priorities range from accelerating digital initiatives amid cost-cutting pressures, to ensuring health and well-being, according to our recent study.
Creating the Modern Manufacturing WorkforceCognizant
For manufacturers seeking to thrive in an Industry 4.0 world, digitally enabling the workforce may be an excellent first step, facilitating better collaboration, innovative products, a better customer experience and a more robust supply chain. But it’s easier said than done. Getting there begins with a thorough examination of your organization’s competitive position and business initiatives.
The decade long accountancy skills gap and the impact of covid 19 by chantal...ChantalHaynesCurley
This article explores the impact of COVID 19 on the already critical skills gap within the accountancy profession and the need to reconfigure the delivery of training in line with the changes in the 'workplace'
Another Covid surge and constantly ongoing lockdown in various parts of the country, especially big cities further amplifies the problems in job opportunities and keeping up with the current jobs.
Welsh Consultants publishes its Thought Leadership article- The essence of Leadership is summarised well in this- "Good leaders identify people’s competencies and articulate their strengths, but the best ones are always rediscovering and moving up the learning curve themselves especially in tough times." As the saying goes, “We cannot lead anyone farther than we have been ourselves.” My belief is that while leading your organisations through difficulties, too much change can knock people out of their equilibrium. One has to start with what they have and what works well – then build on it and create solutions that produce incremental innovations to generate major changes over time. COVID-19 has handed that opportunity to show real leadership. This paper explores this.
The global economy is being covered by a gloomy gray area caused by Covid-19 pandemic - a miserable event that human history has never witnessed in the last century. People from all social classes, small and large businesses have been substantially affected by Covid-19, including the technology sector. The compulsory governmental campaign "Social distancing" has forced businesses to turn on their "survival" mode, which means a series of cost-cutting measures have been implemented.
However, there will always be an opportunity in the most difficult period, in this situation, is the flexibility and creativity in the adaptation of many domestic businesses. Vietnam is one of the countries with a young population in the world, with a population of 100 million and more than 150 million mobile devices, 70% of them connected to the Internet. As a result, it seems that Vietnam has prepared for changes especially for enterprise digitization which is currently being promoted strongly than ever.
The keywords #SocialDistancing #WorkFromHome have been hot topics recently. How businesses turned from bad to good? How did they change in this difficult period? In this report, TopDev will partly illustrate the digital transformation outlook of the Vietnam IT market as well as suggest suitable solutions for businesses in need for support at this tough time.
Report by: https://topdev.vn
How to Manage Your Remote Workforce – What Does The New Norm Look Like post C...Darryl Judd
Times are tough and this pandemic has not only changed the way we go about our daily lives, but the way in which we work. A lot of jobs which previously were not considered suitable to be done remotely, now out of necessity can be undertaken from outside the office.
More and more companies are starting to realise that today’s escalating battle for talent can only be won by establishing meaningful connections with employees and building employee experiences with real impact. Now more than ever, organisations need to work for their employees and not the other way around. Indeed, these are the times that truly define the character of an organisation.
Employee experience has a huge impact on productivity, corporate culture, retention and overall engagement in organisations. As a strategic management tool, employee experience is fast becoming a full-blown phenomenon to rival and reform the traditional longstanding approach to employee engagement.
This short webinar will provide you with an understanding of employee experience and why we need to revisit it during this crisis if we are to maintain focus and productivity while staying connected with each other.
HCM Summer 2020: 3 Keys for a Smooth Transition to the New NormalCBIZ, Inc.
A pandemic has transformed “business as usual” to the “new normal.” As companies forge a path ahead, contact tracing and absence management have become critical transition tools. As well, employers will need to recruit and retain employees to successfully emerge from what has been, in some cases, a devastating blow to the workforce. Learn more in this informative article.
How the new Initiatives will Shape the Future of the IT Industry_.pdfAnil
While I don't have access to real-time information, I can provide insights into potential trends and initiatives that may shape the future of the IT industry based on the information available up to my last update in January 2022. Keep in mind that developments may have occurred since then. Here are some key initiatives that were expected to influence the IT industry's future
Similar to Organizational and behaviour changes during a pandemic and challenges after Corona Crisis (20)
Impact of Government Investments on Business FirmsANKUSH
Government and business institutions in a country in many ways are interrelated and interdependent. In today’s global economy, businessmen and entrepreneurs are the driving forces of the economy.
For maintaining a steady and upward economic growth The Government must try to make the environment for business organizations suitable.
Definition:- Association between two or more variable is termed as correlation.
The word correlation is made of co (meaning- together) and relation. Correlation is a single number that describes the degree of relationship between two variable.
INFORMATION TECHNOLOGY PROJECTS IN BUSINESSES ANKUSH
Company generates huge amount of data that needs to be stored, managed and analysed.
The useful information from the data are the basis of critical business decision making.
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Big data analytics is a process to extract meaningful insights from big data such as hidden patterns, unknown correlation, market trends and customer
Motivation –The driving force within individuals by which they attempt to achieve some goal in order to fulfill some needs or expectation. The degree to which an individual wants to choose in certain behavior.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
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http://sandymillin.wordpress.com/iateflwebinar2024
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
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We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Organizational and behaviour changes during a pandemic and challenges after Corona Crisis
1. Organizational and behaviour changes during
a pandemic and challenges after Corona Crisis
PRESENTED BY:
ANKUSH - 820002
JASWANTH -820010
2. What can be done?
Influence model
-research based interplay of the four quadrants
-understanding and conviction
-reinforcement mechanism
-confidence and skill-building
-role modeling
It helps create an environment in which employees are likely to change how they think
and behave, inspiring people to be fully committed to change.
3. As a real-life example, companies have been putting in place to encourage three sets of behaviors
across the influence model:
Doing things differently
Protecting the core
Motivating through meaning
4. Doing things differently
using the situation as an opportunity and innovating frequently, while
looking outside:
- Understanding and conviction- a global retailer began producing masks
and gloves
- Reinforcement with formal mechanisms- companies pivoted to weekly
Q&A sessions with all employees to source new ideas and create
accountability.
- Confidence and skill building- a global telco redeployed 1000 store
employees to inside sales and retrained them in three weeks.
- Role modelling- two large media completed a merger
5. Protecting the core and instilling speed
Through anticipation, quick codification of knowledge, and clear roles and
responsibilities:
- Understanding and conviction- A CEO of resort chain emphasized the importance of
thinking of wages not as an expense, but as an asset to build the company
- Reinforcement with formal mechanisms- an asia based supermarket chain regularly
published updated version of guidelines to counter virus transmission
- Confidence and skill building- a major industrial factory ran at over 90% capacity with
only 40% of workforce after adapting and codifying processes
- Role modelling- Leaders of many companies have installed weekly updates with
leaders role modeling focus on protecting core operations and effective decision
6. Motivation through meaning and inspiration
- Understanding and conviction- a multinational consumer goods company
encouraged workers focused on producing cleaning supplies to think of
themselves as front line soldiers.
- Reinforcement with formal mechanisms- a hospitality company partnered with
companies expanding workforce to connect displaced team members with new
opportunities.
- Confidence and skill building-One of top 10 fortune 500 company donated $10
million to expand online learning.
- Role modelling- a multinational automakers top executives deferred between 20-
50% of salaries, while continuing to provide health insurance to employees.
7. COVID-19: Impact On Organizational
Culture
With the ongoing COVID-19 pandemic, many organizations have to rapidly adjust their way
of working. It’s forcing a digitalization that many companies had spoken about, and perhaps
mentioned in their marketing, but are now having to implement at breakneck speed.
The technical aspects of remote work are much easier. Everything from Google docs,
Hangouts, Zoom, and Skype for communication, as well as cloud-based process management
tools such as Jira, make life significantly easier. However, there is a difference between being
technically ready, and being culturally and emotionally ready for this new world.
8. MAINTAINING THE COMPANIES CULTURE
DURING THE TREMENDOUS CHANGE
During times of change, and when almost from one day to the next, your workforce needs to
shift how it works, your culture will come under strain. You may have individuals and teams
working for the first time both at home, and physically separated.
While the initial focus will, of course, be on maintaining your customer relationships and
ensuring your business can successfully navigate this new world, it’s also critically important
to consider the impact on your employees and on your culture.
Meanwhile, we all have to understand that the current situation is like a tunnel and we don’t
know how long this tunnel is, so better we should respect the time & liberty given by the
organization and stay connected with each other through technology.
9. WORK FROM HOME IS THE “NEW
NORMAL”
All the organizations worldwide have ordered their employees to work from home. Work from
home has become an unprecedented event or a shift in the working culture but is it working the
way the employer is expecting.
The responsibility of bringing movement on in the work is on the shoulders of both Employer
and employee.
Company culture, leadership, employee experience, and digital workplace experiences are now
being put to the test. The way many companies work changed overnight. Massive numbers of
workforces have gone remotely.
Travel restrictions have gutted the ability to accomplish certain tasks. Team collaboration,
moral support and the ability of executive teams to pivot, and quickly, have seemingly never
been more paramount.
10. DAWN OF THE NEW ERA OF THE
DIGITAL WORKPLACE
Whatever the future of digital workplaces may one day look like, it is already true to say that
people working from home face some specific challenges:
Those who work from home or remotely from elsewhere inevitably accept that the clear
boundaries between their professional and private lives will blur. And while teleworking can
provide more freedom and flexibility, it is also associated with the need for greater personal
responsibility.
Managers and affected employees must therefore jointly examine how the balance between
private and professional needs can be maintained – not least from the point of view of
protecting health.
11. The potential productivity gains are offset by cultural and social challenges linked to the current
tendency toward enforced teleworking on a massive scale. Technology will play a huge part in
determining the success of the new ways of working. But it is only one part of it.
How successfully and how efficiently digital workplaces will integrate into the culture of any
company is not primarily a matter of IT. Rather, it depends on how well the company culture is
maintained and what possibilities are offered for social interaction between employees.
To conclude I believe that the global outbreak of COVID-19 presents a significant problem. However,
amid its volatility, uncertainty, complexity, and ambiguity lay hidden opportunities for learning,
reinvention, and evolution – at the individual, organizational and societal levels.
12. Managing an organisational and Marketing
operation challenges after Corona Crisis
COVID-19 HAS DISRUPTED OPERATIONS ON A MASSIVE SCALE,
CHALLENGING MANUFACTURERS TO ASSESS THE IMPACT AND BEST WAY
TO RESPOND QUICKLY.
13. The disruption on manufacturing caused by COVID-19 has severe
operational, social and financial consequences.
It is forcing manufacturers to rethink risk management and contingency
plans, workforce safety protocols, manufacturing operations and new ways
of working opportunities, all at the same time
14. Manage workforce safety and flexibility :
Severe workforce crunch
With the lockdown eased in most parts of India, businesses are getting back to work.
However, they face a severe labour crunch since millions of migrant labourers went back
home. Also, the locals may not be well-suited and skilled for specific jobs. The automobile,
engineering, and textile industries may particularly feel the heat as they mostly depend on
outstation labourers. Fortunately, the state-governments are relaxing inter-state travel
restrictions and several big names in industries are arranging travel facilities to bring back
labourers
15. COVID-19 creates significant workforce availability, safety and productivity challenges.
Absenteeism may rise because of illness or reluctance and remote support may be required
due to quarantine guidelines
Develop flexible staffing levels to accommodate production ramp-ups or slowdowns.
Optimize crewing schedules taking into account social distancing requirements and additional time to
allow workers to follow new personal health processes.
Implement a remote working policy that balances safety and business continuity, including actions in
response to cases of confirmed COVID-19 exposure
The companies getting affected with the coronavirus outbreak include Maruthi Suzuki Automobiles , Ford
Motors Co., Samsung Electronics Co., Ltd., BASF SE, and TATA . Some of these companies are shifting
their production facility another place with less COVID-19 epidemic.
For example in March 2020, Samsung Electronics Co., Ltd. declared to shift some portion of its domestic
production of smartphones to Vietnam coupled the fastest growth in the spread of coronavirus in South
Korea. This aims to minimize the potential effect of coronavirus on its smartphone manufacturing operations.
16. The small businesses may have more challenges than the big setups. The differential offerings
in technology may give an advantage to the companies. The economic package announced by
Indian Govt. to support the small businesses, banking sector, and support for the poor citizens of
the country may prove to be the facilitator to some extent
The impact of Covid-19 may be heavier than the 1929 depression era,
the unemployment rate has gone to around 30% as per CMIE report in India and this
may grow in the absence of successful revival of businesses. The betterment of the
businesses may lead to the recovery of the Indian economy
17. Manage risks to ensure business continuity:
The coronavirus crisis has dramatically increased risk for every business, with many
experiencing shocks in both supply and demand. Manufacturing plants are at the center of that
uncertainty, and their continued operation through the crisis and
Rebalance physical production network assets
Analyse the demand, workforce and ecosystem to identify critical facilities, equipment and
processes.
Conduct a network analysis of critical and non-critical assets to develop right-sizing
hypotheses
Balance asset decisions against longer-term needs to increase future flexibility
18. Marketing Challenges:
However, after the outbreak of coronavirus, the global FDI inflows has witnessed a sharp
decline
As per the estimation by United Nations Conference on Trade and Development
(UNCTAD), the COVID-19 outbreak could cause global FDI to shrink by 5%-15%, due to
the downfall in manufacturing sector coupled with factory shutdown with negative effects
of COVID-19
E-commerce and digital experiences are major priorities after
lock-down
19. As stay-at-home orders have reverberated around the globe, an optimized digital experience
has been key for many brands to still function and serve customers. Even after stay-at-home
orders are lifted in many places, customers may choose to shop remotely more often
Budget cuts
While some marketing departments are having to make budget cuts across the world, this is of course
nothing new.
Experienced marketers have likely dealt with budget cuts several times in their careers. Economies have
always been cyclical, and budgets tend to get cut in a downturn. Even in a good economy
21. Conclusion
As we move into a state of reimagining culture in light of covid-19, the influence model
can be powerful and practical framework to ensure leaders are driving change
holistically.
The power of framework lies in driving change across all four quadrants, consistently.
While the need to do things differently, protect the core, and motivate through meaning
are the focus of leading companies now, the influence model should be considered and
enduring staple of organizations change management approach.