When you ask many executives to define disruption most will quickly begin to speak about how the pandemic of 2020 forced their organisation to fast track their long-term digital and transformational objectives, leapfrogging 3-5 years in 6 months, which was a major tipping point. For some, 2020 is the year of the pandemic, for others 2020 was an opportunity and viewed as the year of digital transformation.
Necessity may be the mother of invention, but COVID was the accelerant of change. Pre-pandemic, the concept of 80% of workers globally not being in the office would have seemed impossible for daily business function. Organisations scrambled to pull together protocols, policies, processes, information, infrastructure, and most importantly people information.
Likewise, employees were no better prepared either. None of us imagined transforming our bedrooms, kitchens or even closets into makeshift offices. Parents and caregivers had to juggle children, home school, elderly parents, and work – many without adequate bandwidth and connectivity in the early days.
It’s easy to look back and dismiss the steep learning curve of adjustment. But with such jarring change, how exactly did organisations maintain productivity and profitability, preserve culture, and uphold engagement and inclusivity levels among their employees? What worked and what didn’t?
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