This blog is part of our Covid series that explores a range of topics related to these issues and will naturally evolve as events unfold and facts reveal themselves. The blogs are in no way intended to provide scientific or health expertise, but rather focus on the implications and options for facilities services and workplace organisations.
These insights are based on our ongoing interactions with organizations operating in impacted areas and our expertise in facilities service growth delivery.
The Covid-19 virus has brought the life to a standstill around the globe – and that includes service providers and buyers. From delays in procuring office supplies (most of them sourced from China) and rescheduling of important meetings/events to the threat the virus poses to human capital, the risks have pushed most firms to revisit their business plans and potentially prepare for another worldwide recession. The virus spread has also been a wakeup call for providers and buyers, testing their preparedness in terms of business continuity and disaster recovery. In fact, it has made some firms comprehend the need to balance their cost-competitive mindset with a risk-competitive one.
Some organisations are well prepared and offer examples for others to follow. In this blog, we take a look at some of these noteworthy business continuity and disaster recovery measures, based on our conversations with more than 10 service providers. Strategies that stand out include:
- Site-based strategies for senior leadership – A few firms have balanced their leadership positions across locations to ensure that all senior roles for critical projects are not based in a single location
- Headcount thresholds – Some firms have thresholds on the maximum number of Full Time Equivalents (FTEs) in a particular contract – both at a regional level and national level
- Dedicated resilience management groups – Some firms maintain a full-fledged business continuity team to manage crisis and their responses
In the aftermath of the coronavirus outbreak, we are likely to see significantly strengthened business continuity plans – those that take into account talent availability, work placement strategy, infrastructure availability, and newer metrics to manage performance. In particular, we encourage enterprises to explore answers to the following questions to develop robust business continuity plans:
- Can the virtual model emerge as an effective alternative to physical locations? What does it mean from an infrastructure perspective?
- How can automation solutions be deployed to manage down time?
- What additional features need to be added to office communication tools and applications to enhance collaboration?
- Is there a need to adopt new metrics to monitor resources working from home for an extended period of time? What should these metrics be? How will they co-exist with privacy laws?
How can we engage?
We like to start with a conversation to learn where you are on your journey and what level of support might work best for you and your organization. Drop me a line – email@example.com