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后疫情时代,企业有7大决胜步骤

后疫情时代,企业有7大决胜步骤

Bill George 2021年10月05日
疫苗的推出吹响了对抗新冠疫情的集结号。商业领袖需要为即将到来的事情做好准备。

图片来源:DAVID PAUL MORRIS—BLOOMBERG/GETTY IMAGES

最终,在这个漫长、黑暗的新冠疫情通道尽头亦存在着些许光亮:疫苗制造商辉瑞(Pfizer)、Moderna和强生(Johnson & Johnson)都向美国国会承诺,在今年3月底将提供2.4亿支疫苗,足够1.3亿美国民众使用。

在过去一年中,大多数企业一直都处于守势。尽管新冠疫情已经持续了很长的时间,但其前景已经发生了变化,而且大都朝着更好的方向发展。对那些于2020年3月在数日或数周之内便让公司适应新冠疫情局势的领袖来说,他们应该再次做好准备,为即将到来的一切做出迅速响应。

随着新冠疫苗可用性的迅速提高,大多数希望接种的美国民众将在今夏之前完成新冠疫苗注射。新冠疫苗是一个人们回归工作、旅行、外出就餐、购物、现场观看体育赛事以及音乐会的触发点。

不要等到为时已晚,才想起让你的团队重新思考如何去决胜市场。本文将与你分享如何在“新常态”经济中获胜的七步走计划。

了解所在行业客户和雇员的新常态

我们无法回到2019年的那个常态,预测2022年至2025年的业务态势也需要大量的调研和洞见。每个行业都有不同的发展轨迹,但最大的挑战莫过于预测未来的消费行为。在经历了一年的新冠疫情限制令之后,人们在购物、办公、就餐、旅行、看病以及使用其他服务的行为可能已经发生了永久性的变化。

尽管众多首席执行官都希望让所有人回到办公室工作,但他们有必要了解其雇员的需求和愿望都发生了哪些变化。留住最好的人才将需要提供更大的工作灵活性。这也是为什么像推特(Twitter)、Facebook、甲骨文(Oracle)、谷歌(Google)和赛富时(Salesforce)这类科技公司已经宣布为其雇员提供灵活的工作时间表的原因。

为业务设立一个在新常态下大获成功的愿景

一旦你对于行业的发展有了明确的了解,那么你就应该弄清楚自己的企业如何在这个未来场景中获得成功。如何在竞争中以引领者的姿态引导市场度过这场进化?由于迅速采用了远程医疗手段,妙佑医疗国际(Mayo Clinic)抢在了众多竞争对手之前,让患者能够在家中或者当地诊所接受治疗。

重塑行业,发挥自身优势

基于企业的愿景,你应该弄清楚如何利用自身优势来塑造行业,并借此为自己的公司创造持久的优势。以百思买(Best Buy)为例:多年来,其2万名员工组成的“极客分队”提供了亚马逊(Amazon)和沃尔玛(Walmart)无法比拟的优质居家服务。在新冠疫情期间,该公司开发了远程服务产品,包括与供应商合作,为其产品开发了电子修理服务,这对客户来说是一个灵活、价廉的福利。

投资重点领域

把“拓展人才基础以利用公司自身能力”作为工作重点,并为把握经济增长所带来的机遇做好准备。尽管需求因为新冠疫情而变得更加疲软,但我此前供职的公司美敦力(Medtronic)以内部投资和收购的方式,加大了对创新和科技的投入,目的是尽可能快地为医生和病患提供新的救命产品。(我目前持有美敦力的股票。)

凝聚团队

激励雇员以获胜为目标。当新冠疫情限制令迫使各大分行关闭时,美国合众银行(U.S. Bank)通过让一线雇员开展电话银行业务,颠覆了其与客户的关系。该行并没有重回以前老旧的工作方式,而是在这一前行过程中继续与客户建立更多的个人关系。

树立自身作为行业领袖的形象

如果你希望你的机构成为行业领袖,那么不妨从现在开始在后疫情市场中打造自身形象。例如,Ecolab创建了一个印章——Ecolab科学认证(Ecolab Science Certified),以帮助饱受批评的餐厅说服其消费者,回归餐厅用餐是安全的,并发起了5000万美元的广告宣传活动。Ecolab通过此举巩固了其作为清洁和卫生领域行业领袖的形象。

制定严格的执行计划

如果得不到严格的执行,上述理念就都只是空谈。此举要求的不仅仅是详细的计划,同时还需要雇员的高度参与和投入,这样才可以为客户提供更好的服务。

由于预测消费行为和客户需求将异常困难,如果要为满足客户需求做好万全的准备,那么成功的领袖需要冒一定的风险,同时使用多场景规划来迅速适应不断变化的环境。如果领导者能够将其对未来市场的理解和宏伟的成功愿景与灵活性以及勇气相结合,他们将成为后新冠疫情时代的大赢家。(188金宝搏 下载)

比尔·乔治是哈佛商学院(Harvard Business School)的高级研究员,亦是美敦力公司(Medtronic)的前任董事长兼首席执行官。他是《发现自己真正的极限》(Discover Your True North)一书的作者。

译者:冯丰

审校:夏林

最终,在这个漫长、黑暗的新冠疫情通道尽头亦存在着些许光亮:疫苗制造商辉瑞(Pfizer)、Moderna和强生(Johnson & Johnson)都向美国国会承诺,在今年3月底将提供2.4亿支疫苗,足够1.3亿美国民众使用。

在过去一年中,大多数企业一直都处于守势。尽管新冠疫情已经持续了很长的时间,但其前景已经发生了变化,而且大都朝着更好的方向发展。对那些于2020年3月在数日或数周之内便让公司适应新冠疫情局势的领袖来说,他们应该再次做好准备,为即将到来的一切做出迅速响应。

随着新冠疫苗可用性的迅速提高,大多数希望接种的美国民众将在今夏之前完成新冠疫苗注射。新冠疫苗是一个人们回归工作、旅行、外出就餐、购物、现场观看体育赛事以及音乐会的触发点。

不要等到为时已晚,才想起让你的团队重新思考如何去决胜市场。本文将与你分享如何在“新常态”经济中获胜的七步走计划。

了解所在行业客户和雇员的新常态

我们无法回到2019年的那个常态,预测2022年至2025年的业务态势也需要大量的调研和洞见。每个行业都有不同的发展轨迹,但最大的挑战莫过于预测未来的消费行为。在经历了一年的新冠疫情限制令之后,人们在购物、办公、就餐、旅行、看病以及使用其他服务的行为可能已经发生了永久性的变化。

尽管众多首席执行官都希望让所有人回到办公室工作,但他们有必要了解其雇员的需求和愿望都发生了哪些变化。留住最好的人才将需要提供更大的工作灵活性。这也是为什么像推特(Twitter)、Facebook、甲骨文(Oracle)、谷歌(Google)和赛富时(Salesforce)这类科技公司已经宣布为其雇员提供灵活的工作时间表的原因。

为业务设立一个在新常态下大获成功的愿景

一旦你对于行业的发展有了明确的了解,那么你就应该弄清楚自己的企业如何在这个未来场景中获得成功。如何在竞争中以引领者的姿态引导市场度过这场进化?由于迅速采用了远程医疗手段,妙佑医疗国际(Mayo Clinic)抢在了众多竞争对手之前,让患者能够在家中或者当地诊所接受治疗。

重塑行业,发挥自身优势

基于企业的愿景,你应该弄清楚如何利用自身优势来塑造行业,并借此为自己的公司创造持久的优势。以百思买(Best Buy)为例:多年来,其2万名员工组成的“极客分队”提供了亚马逊(Amazon)和沃尔玛(Walmart)无法比拟的优质居家服务。在新冠疫情期间,该公司开发了远程服务产品,包括与供应商合作,为其产品开发了电子修理服务,这对客户来说是一个灵活、价廉的福利。

投资重点领域

把“拓展人才基础以利用公司自身能力”作为工作重点,并为把握经济增长所带来的机遇做好准备。尽管需求因为新冠疫情而变得更加疲软,但我此前供职的公司美敦力(Medtronic)以内部投资和收购的方式,加大了对创新和科技的投入,目的是尽可能快地为医生和病患提供新的救命产品。(我目前持有美敦力的股票。)

凝聚团队

激励雇员以获胜为目标。当新冠疫情限制令迫使各大分行关闭时,美国合众银行(U.S. Bank)通过让一线雇员开展电话银行业务,颠覆了其与客户的关系。该行并没有重回以前老旧的工作方式,而是在这一前行过程中继续与客户建立更多的个人关系。

树立自身作为行业领袖的形象

如果你希望你的机构成为行业领袖,那么不妨从现在开始在后疫情市场中打造自身形象。例如,Ecolab创建了一个印章——Ecolab科学认证(Ecolab Science Certified),以帮助饱受批评的餐厅说服其消费者,回归餐厅用餐是安全的,并发起了5000万美元的广告宣传活动。Ecolab通过此举巩固了其作为清洁和卫生领域行业领袖的形象。

制定严格的执行计划

如果得不到严格的执行,上述理念就都只是空谈。此举要求的不仅仅是详细的计划,同时还需要雇员的高度参与和投入,这样才可以为客户提供更好的服务。

由于预测消费行为和客户需求将异常困难,如果要为满足客户需求做好万全的准备,那么成功的领袖需要冒一定的风险,同时使用多场景规划来迅速适应不断变化的环境。如果领导者能够将其对未来市场的理解和宏伟的成功愿景与灵活性以及勇气相结合,他们将成为后新冠疫情时代的大赢家。(188金宝搏 下载)

比尔·乔治是哈佛商学院(Harvard Business School)的高级研究员,亦是美敦力公司(Medtronic)的前任董事长兼首席执行官。他是《发现自己真正的极限》(Discover Your True North)一书的作者。

译者:冯丰

审校:夏林

Finally there is some light at the end of the long, dark COVID-19 tunnel: Vaccine makers Pfizer, Moderna, and Johnson & Johnson committed to Congress that they will supply 240 million doses by the end of March, enough for 130 million Americans.

For the past year, most businesses have been playing defense. While the pandemic has endured a long time, the outlook has changed—much for the better. Leaders who adapted to the pandemic in a matter of days or weeks in March 2020 should once again prepare to adapt quickly to what’s ahead.

With the rapid expansion of vaccine availability, most Americans who want to be vaccinated will be able to do so by the summer. Vaccinations are the trigger point that will get people back to work, travel, and going out to restaurants, stores, sporting events, and concerts.

Don’t wait until it is too late to go on offense to get your team refocused on winning in the marketplace. Here is a seven-step plan to win in the “new normal” economy:

Understand the new normal for customers and employees in your industry

There is no going back to the way things were in 2019, but predicting the nature of your business in 2022–2025 requires a great deal of study and insight. Each industry will evolve differently, but the greatest challenge will be in predicting future consumer behavior. Having spent a year under COVID-19’s restrictions, people’s behavior has likely permanently changed when it comes to shopping behaviors and use of office space, restaurants, travel, medicine, and other services.

While many CEOs are yearning to have everyone back in the office, they need to understand how their employees’ needs and desires have changed. Retaining the best talent will require greater flexibility in working. That is why leading tech companies such as Twitter, Facebook, Oracle, Google, and Salesforce have announced flexible working arrangements for their employees.

Create a vision for your business to win big in the new normal

Once you have a sound understanding of the evolution of your industry, you should determine how your business will succeed in this future scenario. How can you lead your competitors in guiding your market through this evolution? With its rapid adaptation to telemedicine, Mayo Clinic got the jump on many of its competitors in being able to treat patients in their homes and local clinics.

Reshape your industry to play to your strengths

Building on your vision, you should figure out how to leverage your strengths to shape the industry in ways that create lasting competitive advantage for your organization. Take Best Buy: For years its Geek Squad of 20,000 people has provided superior in-home service that Amazon and Walmart cannot match. During COVID-19, the company developed remote service offerings, including working with its suppliers to develop electronic fixes for its products—a flexible and inexpensive benefit for customers.

Make vital investments

Prioritize expanding your talent base to leverage your capabilities and be prepared to take advantage of a growing economy. In spite of softer demand because of COVID-19, my former company Medtronic invested more heavily in innovation and technology, both internally and through acquisitions, to have new lifesaving products available immediately to physicians and patients. (I currently own stock in Medtronic.)

Bring your team together

Inspire your employees to focus on winning. When COVID-19 restrictions forced the closure of bank branches, U.S. Bank transformed its relationships with clients by having frontline employees operate phone banks. Rather than reverting to old ways of working, the bank will continue to build more personal relationships with clients in this fashion going forward.

Establish your image as the industry leader

If you want your organization to be the leader in your industry, start now to build your image in the post-COVID-19 marketplace. For example, Ecolab created a seal—Ecolab Science Certified—to help its beleaguered restaurants convince consumers it is safe to return, backing it with a $50 million advertising campaign. In doing so, Ecolab is reinforcing its image as the industry leader in cleanliness and sanitation.

Develop rigorous execution plans

None of these ideas will matter unless they are executed in a disciplined manner. This requires not only detailed plans but also high levels of employee engagement and commitment to serving your customers better.

Since forecasting consumer behavior and customer demand will be so difficult, successful leaders need to take risks to be fully prepared to meet customer needs, while using multi-scenario planning to adapt rapidly to changing conditions. Leaders who combine their understanding of the future market and a bold vision for success with agility and courage will be the big winners in the post-COVID-19 era.

Bill George is a senior fellow at Harvard Business School and former chair and CEO of Medtronic. He is the author of Discover Your True North.

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