We are witnessing a profound shift in how customers, organizations, and employees use digital technologies to consume information, engage, and make informed buying decisions.
COVID-19 has accelerated this shift. It will not abate when the pandemic recedes. Although the shift is easy to see, addressing it is not straightforward. Many companies are now forced to speed up their digital transformation, having realised that the new way of working might be the new normal.
Leaders are hitting the fast forward button on technologies that were already in place. From remote working to digital events, digital communication, and virtual reality training facilities, these technologies have now become an essential part of our daily work life. Moreover, they are here to stay.
And these are not just ephemeral changes; they make up a crucial component of many organizations’ ability to create long-term value for customers.
The ongoing crisis has both brought to the forefront and broadened the meaning of digital resilience. This idea emerged in the area of cybersecurity. Originally, it reflected the need to upgrade and maintain IT capabilities to resist cyberattacks. Since the COVID-19 crisis, digital resilience increasingly refers to the strategic use of digital technologies to understand, co-create, deliver, communicate, and capture value. Indeed, some industries—hospitality, higher education, traditional retail, and also particular B2B industries—were hit more than others. The damage was mostly to players who did not embed digital technologies and analytics early enough or did not fully commit.
Diese Geschichte stammt aus der September 2020-Ausgabe von Indian Management.
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Diese Geschichte stammt aus der September 2020-Ausgabe von Indian Management.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
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Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
