In readiness for the “Return to Work”, what lessons learnt do we need to consider?

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: -

  • Should a second wave of COVID-19 return, can you sustain the levels of stability required by your organisation - this is just not a BCP/BAU exercise anymore but possibly the ‘new norm
  • Are you confident that your service providers can continue to meet their service levels?
  • Do you have the maturity and commitment to continue large change programmes whilst ensuring day to day business continues to be stable
  • Are your current processes sufficiently flexible to ensure that new ways of working can adapt and are sustainable over the coming months or years?
  • Alongside large-scale change, is your preventative maintenance keeping track with developments or are you exposing your business to undue risk?

As per our blog of May 13th After COVID-19 comes the “new norm” 

"Remote working may not become the “New Norm” but it is hard to see why it will not become a more prominent feature of the way we work. Expensive rental space in large cities may play a lesser role in our corporate planning. The speed at which people will again want to get on crowded modes of transport will be a slower than anticipated process.

The budgetary impact on many businesses may be felt for some time to come as they readjust to the inherited impact of Covid-19. Discretionary spend allocation may be lower and targeted in different areas. Another thing fast becoming evident is that the pace at which things get done remotely is often accelerated, which may cause one to examine the internal committee structures that exist in larger enterprises. There will be no substitute for good governance but for sure, that governance model will evolve"

With this in mind it is imperative that all organisations look ahead and re-assess their change portfolio, to integrate practices that have emerged since lockdown restrictions were imposed, and leverage lessons learned from activities which worked well during the forced ways of working.

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