Post by account_disabled on Jan 3, 2024 4:24:19 GMT -5
Melissa Schilling writes, The response to the pandemic has shown us that we can (and should) be more flexible in thinking about how, where and when we work together. Similarly, Erik Brynjolfsson of Stanford University points out that many major changes in work arrangements may have lasting effects, including the use of digital technologies, the geographic location of work, and the nature of interactions. Strongly agree that the share of people working from home in the U.S. has risen from levels previously seen during the peak of the pandemic, prompting dramatic changes in the use of digital technology, the geography of work, and the nature of interactions. Some of these changes will persist after the pandemic. Erik Brynjolfsson Erik Brynjolfsson Stanford University On the supply chain front, many panelists.
Chains and the lack of strong response and resilience across many industries and organizations, suggesting that Make permanent changes to strategy. As noted, previous natural disasters have been good examples of how specific industries and regions are affected by crises, but in contrast, the pandemic has cut off Job Function Email List supplies across all industries. All businesses, not just manufacturers, must rethink their just-in-time strategies. To gain resilience in an uncertain environment, strategic and operational agility will gain greater traction across many companies and industries, even those that have traditionally thrived in volatility, said London Business School's Olenka Kapelczyk The same.
Goes for companies and industries operating in smaller environments. Strongly agree that in times of uncertainty, adaptability is an important source of competitive advantage for companies. Therefore, I expect the pandemic will increase the critical importance of strategic and operational agility. In terms of the former, I expect business strategy will be used more frequently to detect and navigate unexpected changes in markets, such as shocks to demand for products and services or disruption to existing business models. In the latter case, operations must be reinvented to increase resilience to environmental shocks.
Chains and the lack of strong response and resilience across many industries and organizations, suggesting that Make permanent changes to strategy. As noted, previous natural disasters have been good examples of how specific industries and regions are affected by crises, but in contrast, the pandemic has cut off Job Function Email List supplies across all industries. All businesses, not just manufacturers, must rethink their just-in-time strategies. To gain resilience in an uncertain environment, strategic and operational agility will gain greater traction across many companies and industries, even those that have traditionally thrived in volatility, said London Business School's Olenka Kapelczyk The same.
Goes for companies and industries operating in smaller environments. Strongly agree that in times of uncertainty, adaptability is an important source of competitive advantage for companies. Therefore, I expect the pandemic will increase the critical importance of strategic and operational agility. In terms of the former, I expect business strategy will be used more frequently to detect and navigate unexpected changes in markets, such as shocks to demand for products and services or disruption to existing business models. In the latter case, operations must be reinvented to increase resilience to environmental shocks.