Around the world, 2020 is going to be remembered as extraordinarily difficult. The coronavirus pandemic has passed the six-month mark, and impacted millions around the world. Sadly, it’s not only not over, it’s very possibly going to have another wave this autumn. With a vaccine months away, at best, we have to learn to live with COVID-19 as a new way of life, not an event to get past. In our work lives, that affects a lot of how we do things. Managing people during coronavirus, for example, is now largely done remotely. And we need to do
One issue for companies is that companies are made up of people. Seriously – we sometimes speak breathlessly about what a company does as if it is a living breathing thing, be it monster or miracle, making choices independent of any human force. Organisations are not progressive or traditional or inclusive or not; the people who work in them make decisions that support – intentionally or not — a corporate culture and develop a reputation. That said, there are both individual acts and collective choices that happen inside of companies that are different from individual private acts. When
Most days organisations don’t make long-term, enterprise-wide decisions based on current events. But these are not most days. The coronavirus has shifted from an unexpected, life-altering, abrupt event, to a universal, dominant, ongoing presence in our lives. In fact, “presence”, understates it. It has become the lens through which we see most of our decisions. If there is a silver lining to world events this year, it might be that necessity has not only bred invention but provided the platform for long-term digital transformation during coronavirus. For businesses everywhere, digital transformation begun during coronavirus was employed as a
During these difficult times, there’s constant anxiety on both a personal and professional level. Everyone is on high alert about their own health, as well as their loved ones. For those negatively impacted economically, there’s fear about making rent and paying bills. And for those still working, many are trying to adjust to an office job performed from a kitchen table or the living room sofa. But individual responses to the coronavirus aren’t the only change in the current environment. There’s also pressure on organisations to find ways to adjust. Some companies are considering permanently switching to remote
As globalisation has become the business norm (and frankly, our personal norms too), it’s become more important than ever to understand that almost nothing is local anymore. Or at least, not local in the way that it was thirty or even twenty years ago. It’s key to get the global understanding vital for corporate success today. And truly appreciating how local culture and politics and instincts are different from one place to another requires more than the occasional business trip.
How do you get truly get more global understanding for business?