The future for many enterprises is a weak possibility of getting ahead as a consequence of the pandemic. Top businesses as British Airways and Tesco give the first steps to change direction to redesign their processes.
What should businesses like Tesco do?
First thing Tesco did was to recognise current tendencies of working, sale, shopping and delivering. They detected that sales of specific products would remain for the long-run, like hand sanitisers, soap, and mouth masks. Moreover, they are thinking about increasing the driver staff rather than in-store staff, given the escalating use of eCommerce and home delivering.
Pay attention to these changes:
· The success of remote work.
· Demand and customers patterns have been changing.
· There are changes in the supply chain and distribution.
· People are buying products they did not care about before COVID-19.
· There is a more massive ordering of items than people would need.
· Home deliveries are doubling in many companies.
· Educate staff on diversifying-skills, enhancing digital capabilities.
· Change of business standards entirely, if necessary.
As for commercial airlines like British Airways, their civil aviation is practically down; they experienced essential changes such as:
· Change of business standards from top to bottom,
· The civil aviation is practically down.
· Demand for services drastically diminished.
· Difficulties in implementing NEW capacity rules.
· The new protocols for renovation/adaptation of aircraft.
· There is an uncertain future of what they will need.
· The magnitude of staff dismissed or working with half-salaries aggravated by the pandemic; for instance, so far, BA left 12,000 workers go.
· Tremendous impact on the supply chain too, e.g. aircraft building and supplies; a terrible loss if you consider an airline could take around one million passengers daily whilst now it is of a few thousand.
· The impact on the security of the SC for existing-sustainable business whilst recognising that the demand might drop off.
How can we go forward?
1. Remote work
Many corporations revealed they could be exceptional-effective remotely (video calls with clients and colleagues;) they feel they are not candidates for returning to the workplace. However, when the times come, and managers decide, they will count for sure, on new skills to take advantage.
Transportation, traffic and the environment are taking advantage too from remote work. How would car sharing or public transport operate?
Office life – Businesses are coming on with over 15-new office rules to start their staff coming back work. When is the best time for people to return and who will be eligible? What kind of protection to offer? Is there enough space for people to stretch out? How do we increase washing facilities or is sanitiser enough?
2. 'Building back better'
Start valuating what to take forward and what not; the way you interact with each other, updating skills by designing new training programs. How do we build culture when we are not together each day all day long? How do we involved people, so they feel part of our culture from the very beginning?
Evaluate the office space, as it is considered that only around 40% would be needed in the future. Take advantage of the new way of commuting, the impact on the environment and the opportunity to be more productive.
Companies are rethinking the strategy to carry out in the future; they are putting off senior-costly staff and personnel in no-core areas.
3. Longer-term rethinking
Tesco and British Airways are reconsidering different scenarios you need to consider too: How do we see the need for our services in the future? What do we want to do? Is there something we want to build out that could prove a more sustainable future for the business?
Top enterprises are all investing in digital skills to cope with escalating practices of doing business online. Do we need such skills in all the staff? We can have a minor core staff and a better freelance group across the world to reinforce particular skills when and where needed.
Are clients willing to rebuild their in-house capacity? What clients will you like to work with? Evaluating which areas of the business are not working; which are constant and rise digital technologies for efficiency on processes and cybersecurity, to maintain quality.
A core issue is how to redistribute talent to different sections within the company, upskilling competencies in growing areas, and how to go further to technological innovation.
You have to ask where you are on this contingency, regardless of the size of your business; assessing your workforce and processes will hugely define your service lines, client relationships and the business regions in which you operate. B2B agencies have been demonstrating to be resilient to a certain EXTENT in this crisis.
Further comments: concentrate on improving what you had before ‘building back better’; then you will be talking about productivity, sustainability, and growing up. Are you in a position to give your enterprise a new real purpose?
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