Management Perspectives

Summary: Navigating the intense pressure at work requires resilience, but this time of change is special—it also requires leaders to take a step back, to engage their most innovative and strategic thinking, and to practise a unique self-discipline that will enable them to activate their organisations for a new world.

Summary: Resilience is a deep-rooted attribute that flows from the culture of an organisation, through the senior management, and down to the employees. Resilient organisations begin with resilient teams that are made of resilient individuals.

Summary: Culture, leadership, change, and discipline will help build a resilient organisation in a post-pandemic world. As you refine your culture and adapt your leadership for 2021, make sure you clearly identify the vision you have.

Summary: Resilience should be understood as the ability of an organisation to be ready to adapt to any unnatural, adverse event that has the potential to cripple it (the organisation).

Summary: Work-life integration has evolved as an all-encompassing concept and is poised to be an inherent part of the new normal that is emerging. However, whatever pros it holds, it does come with its fair share of challenges as well.

Summary: An engaged workforce—across generations—is the best vaccine for any organisation to help it develop immunity against future crisis; but are the leaders listening? Organisations need to learn from both the mistakes they made and the things they got right during this pandemic.

COVID-19 has effected a clear shift in consumer behaviour, but will it stay for long? I would like to submit that some of the changes may stay a lot longer. The use of digital technologies for education, work, and entertainment will continue to grow.

COVID-19 has invariably shaped a new buying paradigm, but businesses have umpteen ways to leverage it. What are the changes in consumer behaviour and how brands and retailers can help to provide specialised services?

In the wake of the COVID pandemic, people are unsure about the economic situation, employment scenario, and earnings. Long-term planning is passé. Companies need to periodically reassess the business environment and explore ways to rebuild consumer confidence, especially during difficult times.

Even once the threat of COVID has passed, it seems unlikely that offices will return to the pre-pandemic stage. Since, we now know that virtual working works on a large scale, instead of trying to return to the old normal, it makes sense for smart managers to tap into the mix of hybrid working situations to come up with the best for the organisation and the individuals who work in it.

Empathetic leadership is not for the fainthearted. It is always-on, it may be costly in terms of time, and it needs to be trained. But when all is said and done, it is a choice we absolutely need more leaders to make.

Cultivating emotional resilience is a leader’s number one job in these disruptive times. A leader’s ability to cultivate emotional resilience in oneself and others is to be a hope merchant.