如何在大流行后的世界中工程恢复

艾哈迈德经过Ahmed Mazhari.,主席微软亚洲。威廉希尔体育官网

将在我们的后面的镜子后面落后一下,我们的后视镜子会迅速缩小。但是,永远不会被遗忘,就像1918年的流感灾难一样,将是2020年。当我们感到诗歌是历史时,我们会准备和强化下一个危机吗?去年将作为痛苦的提醒,我们如何通过卫生危机困扰,这是对数百万生命和全球经济的破坏,对生计影响最高。

我的乐观主义者在重新想象后,我对康复后19世界的重新想象来感受到一些动力。一年前,在亚太地区,我们是第一个受影响的地区,我们现在正在领导全球危机中的最佳实践。亚洲的一些部分逐渐恢复到大流行前的生活中的一席之地。像中国,台湾和越南这样的地方要么报告一些非常少的经济收缩,甚至更适中增长。[一世]在亚洲的其他地区,情况似乎是稳定的,公民开始感觉更安全。

Approved vaccines are also reaching many parts of the globe, with the hope of making the world safer and healthier. Meanwhile, the World Economic Forum has decided to hold a special edition of its annual meeting away from its legacy home in Switzerland. The global economic and business conference will organize its 2021 annual meet in Singapore in May, thanks to the country’s relatively low rate of new Covid-19 cases, and successful experimentation with modified versions of large-scale conferences.[ii]我亲自参加了几十名参与者的一个这样的活动,我可以将经验形容为独特和非常超现实。

无论好坏,危机都让我们重点关注重要的东西。我们生活和工作方式的变化既不临时也不是短暂的。我们需要重新描述我们如何查看成功,弹性组织以及使其勾选的基础架构,关系和流程。我有信心我们为“下一个正常”和未来做好准备。

呼吁进行操作,技术和情绪恢复力

他们说一个升起的潮水升起所有的船 - 大而小 - 在港口。我会争论同样的组织赋权,各种规模的经济。我们如何从内部出发的未来证明我们的业务?我们如何为长寿和成功设置它们?我们需要一种综合的互连方法,并对这一愿景承诺承诺。

hybrid workplace
麦肯锡全球研究所的分析发现,超过20%的员工可以从家里(每周三到五天)工作,因为如果在办公室工作。

1.操作弹性 - 生产率的骨干

The pandemic has fast-tracked digitalization, exposing the vulnerabilities of businesses with traditional, offline systems and low-skilled workers.[III]如果团队可以促进创新文化(COI),他们可以突破中断。COI是组织中四个重要方面的协同作用 - 其人民,流程,数据和技术 - 该出生持续创新。

当这四个维度是较大的企业使命的认识时,它们可以与彼此相互作用,以在整个组织中产生集成价值。随后,我们将业务流程和工作负载越多,在云平台上,我们越多,在不确定性时可以扩展创新和生产力。这是运营弹性。

There is a myth that the aggressive adoption of technology will cut jobs, and automation will decimate entire industries in the future. Over the next five years, an estimated 149 million technology jobs will be created. This is exciting news from a sociological and an economic standpoint. While it is estimated that 50% of jobs will be impacted by automation in a decade, the data shows that only 5% of them will be eliminated. The most tedious and repetitive aspects of work might be managed by programs, but at least 90% of available jobs then will require digital or technology skills.[iv]Sadly, these skills are currently in short supply, and it would be challenging for anyone to gain meaningful employment without them.

在数字经济中的就业和人才研究中,波士顿咨询集团占据了2035年创造了约4亿的工作岗位。[v]It becomes mission-critical then to train the young and upskill vulnerable groups to enable them to thrive in the future.

Trust underscores operational resilience. Trust informs all decision making. At Microsoft, we are challenged to think broadly about our responsibilities as technology leaders. How should we lead in a way that reflects our accountability, while growing the confidence of workforces and partners?

我们使用企业级技术赋予客户来保护客户。当我们构建伙伴关系时,我们不会妥协倡导安全政策。通过创建像AI这样的技术的负责,透明和可靠地使用技术,我们与价值链中的每个人都有建立信任。

我们认为我们相信将为每个人提供更美好的未来是苛刻的。

2.技术弹性 - 数字世界的电力工具

Just as a carpenter needs a claw hammer, hand saw, and chisel to fashion beautiful shelves, an organization needs precision tools to withstand the shocks of crises. If we can fortify our businesses with integrated technology architecture, and leverage platforms to optimize for service delivery through and beyond the next severe disruption, we will have won the trust of our customers. This is technological resilience.

数据现在是我们数字世界的Mercurial Lifeblood。它在服务器,云和信息系统之间游泳,eBB和无边界流动。以实用,有意义的方式解锁此数据,我们的业务将创造一个无数的机会。我们必须分享并使组织透明的数据,并为您的团队,合作伙伴和客户提供极端个性化和快速价值的。投资于建立准确,可信赖和安全的数据源,以进行实时洞察和可靠的决策。对于买家和卖家来说,质量数据会产生质量解决方案。

鉴于数据的无处不在和强大的性质,必须由负责实体挥舞和拥有。由于恶意软件攻击世界各地增加,我们需要“电动工具”加强我们的数字基础架构。这些强大的安全系统将保护我们的业务最有效的资产 - 知识产权,企业数据和个人信息 - 因为它们在防火墙后面休息。技术弹性组织的成功必须包括重要的本地和全球网络安全策略。

Beyond security measures, we need to continuously enhance our workflow to optimize our technology processes. When troubleshooting, we need to go beyond triggers to look for root causes, detect issues earlier, and ensure solutions have structure and teeth.[vi]The goal is to respond more efficiently to customer incidents and enhance our resilience in the process.

Shopping from home
Shopping from home will become a post-pandemic norm, as retailers migrate online and live-streaming picks up among digitally savvy sales associates and consumers.

3.情绪弹性——勇气innovate

在浪漫的关系中,破碎的(叫做Takotsubo心肌病的实际情况)最终会学会再次爱情?是什么让他们再次勇敢地勇敢的情感勇气?

在商业意义上,如果我们正常化数字准备,怎么办?如果我们扩大我们的不同人才的能力,以及作为其工作的一部分重新存款,该怎么办?甚至奖励他们的练习?当我们鼓励包容性,多重文化和多代天才时,我们“培训”他们能够承受未来中断的压力。这是情绪恢复力。

The ‘next normal’ calls for us to pay attention to the social cohesion of teams. We need to rethink what leadership looks like when we work in remote, or hybrid worlds. We could review the metrics for productivity and speed, compare outcomes and results. Make employee and customer satisfaction a key metric, for example.

我们可以审查生产性工作的空间,就像一个带有微轮毂的大型办公室。我们甚至可以锻炼我们与员工的有限面对面的互动,以便这些不太正式和更鼓舞人心。[vii]我相信,这些学习将促进我们组织之间更好的教练和创造力。

我们还应灌输希望,乐观,与我们的团队的文化。真诚地连接员工健康和心理健康等问题。这会创建益处增长和戏剧的对话。

随着我们今年踏上建设性的复苏,让我们承诺与人类联系和同理心提交生产力。我们都在争取同一目的地的不同路径上。

The road is long, but our commitment to resilience will get us there.


[一世]https://www.wsj.com/articles/the-zoom-boom-asia-leads-the-world-in-covid-19-economic-recovery-11605445200

[ii]https://www.bloomberg.com/news/articles/2020-12-07/world-economic-forum-to-be-held-in-singapore-in-may -reures.

[III]https://www.weforum.org/agenda/2020/09/covida-19-has-intenied-the-digital-divide/

[iv]https://www.weforum.org/agenda/2020/01/future-of-work/#: ~~:/text=in%2010%%20YEARS%20TIME%2C%2050

[v]https://image-src.bcg.com/Images/BCG_Year-2035_400-Million-Job-Opportunities-Digital%20Age_ENG_Mar2017_tcm52-153963.pdf

[vi]https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/four -ways-to-improve-technology-service -resilifice.

[vii]https://www.mckinsey.com/business-functions/organization/our-insights/reimagining-the-postpandement-workforce.

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