7 RESILIENCE LEVERS
Business Model &
Workforce Transformation
Efficiency and effectiveness:
Driving change across the business cycle.
7 RESILIENCE LEVERS
Operational &
Financial Resilience
Establishing new strategies to withstand the pandemic shock.
7 RESILIENCE LEVERS
Digital Trust
& Ecosystems
Managing digital risks in a heightened threat landscape.
7 RESILIENCE LEVERS
Escalation Planning
& Response
Contingency planning and flexibility make
crisis response a reflex rather than a reaction.
7 RESILIENCE LEVERS
Remediation &
Dispute Resolution
A growing wave of investigations and disputes
will challenge business across all sectors.
7 RESILIENCE LEVERS
Government &
Stakeholder Relations
Shifting political and societal values
mean new rules of engagement.
7 RESILIENCE LEVERS
Economic Impact
& Sustainability
Resilience and Sustainability:
Two sides of the same coin?
7 RESILIENCE LEVERS
Real-Time Data
Analytics
Data is the lifeblood of resilient businesses

A flexible organisation, culture and workforce are vital to resilience in an unpredictable post-COVID world. To recruit and retain key talent, companies will have to offer the right working conditions and be more cognisant of personal circumstances.

0 %

of G20 companies agree that their business models must change fundamentally as a result of the pandemic

Almost

0

G20 companies say they are looking at M&A opportunities as a result of COVID-19

COVID-19 has dramatically changed assumptions and norms about how organisations manage their workforces, along with the way they service customers. Unfortunately, many organisations were ill-prepared for upheaval on this scale. In FTI’s Resilience BarometerTM published in January 2020, we reported that only 24% of respondents were driving cultural change in their organisation to mitigate risk from crises – even though 94% of respondents felt under pressure to improve their corporate cultures.

Following the pandemic, the one certainty is that change can happen fast and unpredictably. To become more resilient organisations must be more proactive and introspective, having the courage to overhaul business models, technology and culture to navigate a new and volatile landscape. Unless a company remains relevant to its customers and its employees, both groups will look elsewhere.

ADOPT A HOLISTIC APPROACH ENSHRINING FUNDAMENTAL PRINCIPLES

Post-pandemic organisations need to be leaner, with products and services delivered through a more flexible and agile business model. This implies more flexible facilities, operating and resourcing models coupled with a workforce possessing diverse skills and capabilities.

Companies will need to invest in technology and infrastructure to adapt to a new physical working environment as social distancing and virtual working become common features. Accommodating these and other new ways of working will be essential to providing flexibility and for the retention of key staff and for maintaining competitiveness.

Shifting stakeholder attitudes will increase companies’ focus on ESG, sustainability and social justice agendas, and specifically on people-related issues such as health and safety. FTI Consulting research suggests this was already becoming a priority before the pandemic, ranking alongside climate change among the top ESG issues for investors according to Global Investor Insights 2020.

Alongside the chaos and disruption, COVID-19 presents companies with opportunities to reimagine their business models for the better, transforming the way they work with internal & external stakeholders and radically reducing costs that would have otherwise been fixed.

0%
of business leaders say their workforce is less productive than it was before the pandemic.
0%
of G20 companies have continued to invest in digitisation during the pandemic despite cost pressures
0%
of business leaders are very concerned about the mental health of their employees
PROTECT
Culture change is now mandatory, not a “nice to have.” To protect themselves from threats and seize opportunities, organisations must develop a resilient culture, characterised by values and behaviours that tackle change head on and turn it into an advantage.
ADAPT
The new threats and opportunities also require new ways of working. Organisations must resize their workforce and reshape their talent to maximise flexibility in the face of ongoing market disruption, as well as leverage technology to gain competitive advantage or compete in new markets.
COMPETE
Others are seeing the opportunity to reimagine work. Organisations must create a compelling business model and employee experience to attract and retain key employees as competitive intensity increases. Adaptable leadership and cross-functional working will maximise the workforce’s responsiveness to change.

Perspectives

The Case for Culture

READ MORE

Rethinking RIF Workforce Optimization in Healthcare

READ MORE

Toward a Brave New World: reboarding your workforce in the new normal

READ MORE
Leslie Benson
Global Head, People & Change
John Maloney
Senior Managing Director, Business Transformation
Victoria Strachwitz
Global Head, People & Change

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