Blog
Here we bring you a fresh view of enterprise, with insights and analysis from the TORI team.
The COVID-19 pandemic has brought seismic changes to organisational ways of working, with many abruptly shifting to working remotely, or differing working practices, last March.
A year on and the UK is currently navigating through a third national lockdown, with restrictions set to begin easing over the coming weeks and months. Alongside restrictions easing, the roll-out of the vaccine has brought some hope and positivity to resuming some sort of ‘normality’.
Too smart to fall for cybercrimes? Maybe you need to reconsider.
Let us start with some statistics:
Well here we are in the middle of our second lockdown, very different from the first lockdown. Waking up in the dark and finishing work in the dark. For some there are also the added stresses of home schooling and the news of new strains of the virus. Waiting to hear when we will all get our vaccine, wondering whether it will work, when will this all end, what will normal be… ?
At TORI we are listening to our clients, over a 100 per month and the key concerns once lock down is lifted appear to be:
Following the first lockdown in March everyone I spoke to was extremely upbeat not only about the flexibility afforded by working from home but also the fact that performance and productivity was hitting all-time highs. The picture now being painted as we head towards Christmas and year-end is quite different. People are reporting burn-out and ‘Zoom fatigue’ from the intensity of home-working where 12 hour days with little downtime or social interaction has become the norm. People are beginning to miss the commute as an opportunity to switch off! Productivity is now falling, and in many
As lockdown rules are eased and plans are being drawn up for a return to work, the focus has very much shifted from BCP execution and crisis management to re-baselining plans for H2 and moving forward with the business agenda. This is of course good news for all. However, before we all get too carried away with the idea of sunnier times to come, a healthy dose of introspection is needed: while most firms managed to get people working remotely from home during the first two weeks of lockdown, courtesy of corporate credit cards and a quick trip to PC World in a number of instances, the idea
Over the past few months, we have all had to make changes to the way we live, work and interact with one another. The global health emergency has expedited a paradigm shift in individual behaviours and demand for digital services. Across the business landscape, fortunes have been polarised; some have seen demand for their products and services skyrocket, others have seen their pipeline plummet dramatically…
Hindsight is a wonderful thing. And things that might previously have seemed difficult or insurmountable hurdles at the time can be put into perspective when looking back, especially if that is from an even more difficult time.
As the COVID-19 pandemic has disrupted the entire fabric of society, and changed the way we work, the top priority for business, over and above the health and well-being of their people, was to implement their BCP and DR plans. In April, TORI shared a blog from Costas Liassides, Managing Director, identifying 4 key components that firms need to incorporate into any go-forward operational framework, https://www.linkedin.com/feed/up
As organisations attempt to maintain a level of productivity as the COVID-19 pandemic continues, working from home is the new reality for many businesses. Microsoft Office 365 (O365) provides users with access to Microsoft’s Pro Plus suite of apps (including the traditional Office Suite, Outlook, OneDrive, Teams, SharePoint Online, alongside apps such as Stream, Yammer and Forms). A recognised leader in the collaboration space, O365 allows organisations to leverage benefits in collaborative working, document storage and control, information security and data leakage prevention.
As we move beyond the peak of the pandemic, many organisations may be lulled into a false sense of security, where they relax their positions on some of their initial response mechanisms. However, serious consideration needs to take place to ensure that the challenges recently encountered are documented, prioritised and clear plans of action continue to be developed by both IT and the Business.
The following should be considered as part of that review: -
Managing strategy is about managing change. To effect and embed real change, you need to create solid foundations which necessitates having the organisation, people and culture to support and embrace it. As the 'new norm' fully takes shape, many leaders are formulating their strategies to combat the transformation that has been forced upon us all. As this all progresses, we will discover the difference between tolerant compliance and commitment.
As we start to think about a return to office life (whatever that looks like in the future), we challenged some of our consultants to define what changes, from a millennial's point of view, they are keen to continue when restrictions are lifted. They came back with an infographic...