For many professionals, the tech industry has played a huge role in their ability to make an almost seamless transition from working in office to working from home during the COVID-19 pandemic. Like any major disruptor, this global crisis is sparking change and innovation. So, what tech trends should we expect to see post-COVID-19?
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Duncan Prior lives in Reading in the UK, which is just west of London along the River Thames. For the last four years, he's led new product development and big data platform consolidation progammes at LexisNexis Risk Solutions Insurance division, which in the US is based in Alpharetta, Georgia. He helps CIOs and COOs deliver their strategy because of his desire to see systems and processes working effectively.
For executives looking to find new job or keep their current one, possessing the right skills is essential. This simple fact is truer now more than ever due to the COVID-19 pandemic.
Michael Minchella, Business Development Strategist<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3NzcyMy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2NzAzNzc4OX0.oJFo3P2Iq3Y6ujXQiRwFlUB4ujjOwxM-gn2kEW44K2I/img.jpg?width=980" id="92dbe" class="rm-shortcode" data-rm-shortcode-id="406465806afb01e3bb2968bb19f3cfaf" data-rm-shortcode-name="rebelmouse-image" alt="Executive talks about a new strategy during COVID-19" data-width="900" data-height="600" /><p><strong>Executives need to show empathy:</strong></p><p>Showing empathy to those around you will have benefits for both the short and long term. With the stress and anxiety levels of most people at all time highs, it is important for executives to be empathetic with staff, vendors, clients, and board members alike, and realize that the pandemic is pushing everyone outside of their comfort zones. By trying to better understand and relate to people, executives will know how to better motivate staff and work with external parties to achieve their goals. This should result in strong working relationships that expand well past the pandemic.</p><p><strong>Executives need to be confident, and instill confidence in others:</strong></p><p>In sports, the greatest leaders do not waver when facing a tough opponent. Their confidence not only drives them individually, but it energizes the rest of the team to work just as hard. Top-performing executives need to do the same and, despite the challenges COVID-19 has presented, they cannot waver from their company's overall goals and vision. Executives that lead with confidence, in everything they do, will instill confidence in those around them, and ensure the business continues to move forward.</p><p><strong>Executives need to adapt and roll with the punches:</strong></p><p>The most successful executives right now are those who can recognize inefficiencies and make changes to ensure their business continues to grow. They cannot operate as "business as normal" because, well, things are not normal! The pandemic is forcing everyone to learn new skills and new ways to do things. Executives that embrace this and create the new normal, instead of trying to go back to the old ways, will thrive in the current and post-pandemic corporate environment.</p><p><strong>Executives need to listen and collaborate with their team:</strong></p><p>Strong executives recognize that the best ideas don't just come from within, but also from those around them. They need to listen to their colleagues and involve staff in helping the company face the challenges ahead. Listening and involving the rest of the team will also create a sense of community across the staff, further motivating everyone to work hard towards the common goal. As my soccer coach always said, "TEAM - Together Everyone Achieves More!"</p><p><strong>Executives need to have high personal accountability:</strong></p><p>As one of the senior staff members, executives need to hold themselves to the highest of standards in everything they do. As soon as staff see their executives take their foot off the gas pedal, they too will feel comfortable doing the same. There is no time to be defensive or argumentative when faced with a misstep; executives need to be constantly focused on the next benchmarks ahead. By acknowledging missteps and being transparent about personal and corporate challenges, executives will be able to bring their staff together and face any challenge ahead.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/michaelminchella/" target="_blank">Michael Minchella</a> is passionate about working with brands to help them understand and overcome their daily challenges. He has 10+ years experience as a business development specialist, working with professional sports teams and marketing agencies. His career has lead him to work with a number of prominent brands, launch a new professional Major League Soccer franchise in New York City, and open a 25,000 seat arena in New Jersey. Michael completed his masters' degree at Columbia University in 2014.</em></p>
Eric Manten, Human Resources Executive<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3Nzc4Ni9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY3NDA3MzcwN30.ZwymEgkuashEmFWb65F-yfP48BWg6Di6-iyMN6NMksI/img.jpg?width=980" id="424a0" class="rm-shortcode" data-rm-shortcode-id="d5bbbf7f39fc3c0861c44528e13a94df" data-rm-shortcode-name="rebelmouse-image" alt="Executive thinks about his skills" data-width="900" data-height="600" /><p>When everything goes smoothly, being a leader can be relatively easy. During challenging times like we are experiencing now with the COVID-19 pandemic, however, employees, shareholders, and other stakeholders are looking to the organization's executives for strong leadership.<br></p><p>But what does it take to be a real executive leader during a pandemic?</p><p>There are five critical skills executives must have to successfully lead their organization and teams through a crisis: empathy, communication skills, vision, team building, and decisiveness.</p><p>Now, let's have a look at each of these to understand why they are critical during a pandemic.</p><p><strong>Empathy</strong></p><p>Many people will be struggling with anxiety during a crisis because of the impact of this pandemic on their or their family's health and lifestyle; because they have to cope with working from home; or because they are afraid of losing their job. While executives often have to make tough and difficult decisions during crises, they must never forget that each employee is a person. Real leaders don't play only the "number game"; they also understand and sympathize with their teams.</p><p><strong>Communication</strong></p><p>Nothing is worse during a time of crisis than a lack of communication or wrong communication. While it is not always possible to share details about actions the organization will take, it is essential to share and inform as much as possible. People who don't know what is going on will start speculating and making decisions based on wrong or insufficient information, which can have adverse effects, not only for those individuals but also for the company.</p><p>Real executives also know that communication is a two-way process: it is not only providing information; it also includes listening to feedback and concerns.</p><p><strong>Vision</strong></p><p>At the moment, it looks like this pandemic and its effects might last long. But there will be an end to it. True leaders will be able to develop and communicate a vision regarding how the organization will look and what the organization will do post-pandemic.</p><p><strong>Team building</strong></p><p>An essential and possibly long-lasting impact from the current pandemic is the increase of remote work. Executives need to be able to keep their teams together, motivated, and engaged without face-to-face meetings and micro encounters.</p><p><strong>Decisiveness</strong></p><p>There are probably not many environments more ambiguous than the current pandemic-impacted economy. Information on the spread and health effects of the COVID-19 virus is not always clear, and is sometimes conflicting. Advice provided yesterday can be redundant today. And organizations that wait to take measures today might not be around anymore tomorrow. That is why executives need to be decisive, even if that means making difficult decisions for their teams.</p><p>While other skills are necessary too, empathy, communication skills, vision, team building, and decisiveness are the five most essential skills executives must have to lead their organizations through the COVID-19 pandemic.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/ericmanten/" target="_blank">Eric Manten</a> is a human resources executive with experience in progressive HR roles in the US, EMEA, and APAC, most recently with a Fortune 150, globally-diversified professional services company ($20B revenues; 50,000 employees). He adds value by integrating human resource strategies and practices with business strategies. Eric is focused on creating and implementing strategies and HR frameworks to guide people, policies, functions, and cultures that adapt to change. He builds trusted relationships at all organization levels, and delivers creative cost-efficient solutions.<br></em></p>
Chris LoPresti, Business Operations Executive<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3Nzc5Ni9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY3MTgzMjgxNH0.3kAnXM3nbtwYipYdT5vv56XE5O8kWmK8NQF1wUofvOM/img.jpg?width=980" id="75026" class="rm-shortcode" data-rm-shortcode-id="7b4530c33d902308a704af1911b676cb" data-rm-shortcode-name="rebelmouse-image" alt="Two executives look at data during a meeting" data-width="900" data-height="600" /><p>During these challenging times, executives, along with everyone else, are being faced with a unique set of challenges. There are many skills required to be a successful leader but during these times, five skills stand out as being critical for success. The first and most important of these skills is being <strong>safety-focused</strong>. As a world citizen, it is important that we all do our part to curtail the spread of COVID-19. As an executive, it is also important to always put the safety and well-being of your people first, above all else.<br></p><p>Closely related to being safety-focused is the skill of <strong>emotional intelligence</strong>. During these uncertain times emotions are running high for many people. Having the awareness of and the ability to control and express our emotions in a positive way is critical for executives at this time. We must also be aware of the emotions of those around us to maintain a positive environment.</p><p>During challenging times, the ability to be <strong>flexible/adaptable</strong> is also a vital skill to possess. Many of your staff members and suppliers will be facing challenges outside of their control. Being flexible/adaptable to work with these individuals will be critical to future success. Being flexible/adaptable will also help to build lasting relationships of trust and mutual respect.</p><p>Closely related to the skill of being flexible/adaptable is the skill of <strong>critical thinking</strong>. We are being faced with challenges never before seen. Each challenge presents an opportunity to rise up and succeed. You must be able to objectively evaluate information and misinformation from numerous sources in your decision-making process. Many people are looking to you for answers and solutions to these issues. Having the ability to sort through copious quantities of information and utilizing sound reasoning in your decision-making process is a critical skill at this time.</p><p>Lastly, in order to overcome the many challenges we are being faced with, one must be <strong>tech savvy</strong>. No longer can we hide in the ignorance of available technology. Being a lifelong learner, I have challenged myself to keep on top of new technology available in the workplace. At a minimum, we must possess the basic skills to utilize technology to overcome day to day challenges we are facing right now, such as communicating with our people, vendors, and customers.</p><p>One great way to acquire these skills is to tap into existing talent. I had the privilege of returning to school a few years ago for my MBA. After over 20 years away from school, I was awestruck with the developments in computer software technology. My eyes were also opened to the incredible tech savviness of the newest generation entering the workforce. Their grasp and understanding of computer software far exceeded that of my own and many of my peers. Look internally and you may be surprised by how many of these skills your team already possesses.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/chrislopresti/" target="_blank">Chris LoPresti</a> is a business operations executive with more than 23 years of experience in B2B and B2C work environments. He has led teams ranging in the size of 10-45+. In his current role, as general manager in a manufacturing company, he has helped to develop relationships with over 400+ B2B customers in a $1B market. In addition to key relationship development, Chris has driven numerous technology and lean improvements throughout the organization, leading to a streamlined and safe working environment.</em></p>
Duncan Prior, Senior Business Consultant<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3Nzc3NS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY3NDY3NzE2Nn0.x1HdSEHFYcVwBTUj39pEl2oqxtIUhw1GWLdDENZ72xY/img.jpg?width=980" id="2fd78" class="rm-shortcode" data-rm-shortcode-id="a3fb66e237d154adda6e68723fc50c08" data-rm-shortcode-name="rebelmouse-image" alt="Executives discuss challenges during a meeting" data-width="900" data-height="675" /><p>The world of work has changed permanently and I believe the following five skills are the most important for the coming period.<br></p><p><strong>Vision</strong></p><p>Vision has moved to the top of the list as a result of the pandemic. Before the pandemic, it may have been possible for organisations to be successful simply by managing their existing activities as effectively as possible and postponing a response to the changing world. COVID-19 has removed that as an option, requiring companies and teams to be executing clearly on a meaningful vision.</p><p><strong>Intentionality</strong></p><p>Intentionality in an executive is about conveying a clear sense of purpose. The difference between this skill prior to the pandemic and that required now is that intentionality is complemented by the skills that follow on this list. As with vision, it may have been possible pre-pandemic to achieve success with a more one-dimensional approach to intentionality, and it is still crucial, but now it must be used in conjunction with resonance and inclusiveness.</p><p><strong>Inclusiveness</strong></p><p>With that clarity of purpose, are you creating an environment that ensures that assumptions are challenged and that those around you feel that they can question ideas and propose solutions? This can appear to contradict the skill of intentionality but the two skills go together.</p><p><strong>Resonance</strong></p><p>Resonance is being able to see situations from other peoples' perspectives. Over and above creating an environment of inclusiveness, can you truly see thoughts and ideas from other peoples' perspectives? This requires an awareness of your own blind spots, which everyone has.</p><p><strong>Concern</strong></p><p>Lastly, the topic of concern for each other has become more important during the pandemic. For many, the adjustment has led to savings in travel time and there was a certain novelty in video calls. However, imagine if a company makes an acquisition? The uncertainty associated with such changes will be magnified and the feelings of isolation of the staff will be much greater. In many organisations, executives are 'player-managers' and this will need to be re-thought so that leaders are able to devote themselves to ensuring those around them are taken care of.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/duncanprior/" target="_blank">Duncan Prior</a> is a senior consultant at BML Digital with 20+ years experience specialising in digital transformation delivery. He has most recently been leading the development of predictive analytics products for the insurance industry at LexisNexis Risk Solutions. His background is in solution consulting with IBM and rapid application development pioneers, Cambridge Technology Partners, managing teams of 10-25 and budgets of £2m. Switching to industry he built technology partnerships as an IT director with companies such as Kainos, Oracle, and Experian to deliver innovation for organisations in education and investment management and savings of £1m.</em></p>
Amy Hinderer, Business Management & Operations Executive<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3NzcyNy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxNjMyMjMzOH0.bavo1mD-RqsAl5h_STSCl-p40sYPscbOF0Ug3dQNTC8/img.jpg?width=980" id="be75b" class="rm-shortcode" data-rm-shortcode-id="d7f55224853f35536efdb6d830e248fa" data-rm-shortcode-name="rebelmouse-image" alt="Executive on the phone" data-width="900" data-height="600" /><p>We are surrounded by great leaders; some are better than others at handling crisis events. So, as I ponder the top skills executives must have during this pandemic, I believe there are specific skills that come to the top based on my observations of the leaders I admire.</p><p><strong>Communicative </strong>- It takes a special kind of leader to go against the natural tendency to downplay bad news. Recall the adage "don't shoot the messenger" because we know that delivering bad news is a thankless job. However, this is the time when leaders need to communicate through transparency, honesty, and compassion. It is also a time for leaders to include a hopeful vision of the future, so people do not give in to despair.</p><p><strong>Acts with urgency </strong>- When dealing with the unknown, it is normal to want to wait for additional clarity before taking action. However, when dealing with an event that impacts public safety like COVID-19, the risks of delaying actions are dangerous. Strong leaders will jump into the deep end without all the answers they would like and will correct their missteps along the way. </p><p><strong>Empathetic </strong>-<strong> </strong>Many leaders have seen or experienced great suffering or loss and therefore can understand the needs of individuals going through difficult times. They listen attentively without being distracted and, by doing so, strengthen their bonds and gain the trust of those they interact with.</p><p><strong>Walks the talk</strong> - Role modeling requires that leaders display behaviors that are congruent with their messaging. Simply put, this means that leaders are setting the example for their teams to follow. </p><p><strong>Adaptable</strong> - A huge lesson coming from this pandemic is the ability to quickly adapt to a changing environment. I find that strong leaders are resilient, flexible, and can skillfully manage both planned and unplanned events. </p><p>This pandemic has changed our world forever. Based on our learnings, we will return to a new kind of normal, and the leaders that embrace change will shine in the post-pandemic world.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/amyhinderer/" target="_blank">Amy Hinderer</a> is a business management & operations executive with 18+ years of experience in global enterprise and start-up businesses. She has managed teams ranging in size from 10 up through ~35K supporting revenues between $2M - $9B.</em></p>
Susan Leys, Healthcare Coach & Consultant<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3NzcyOC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYzOTg0NDE3OX0.OHxDaTFBCb2p9nEKXptpdD8B6JhB2s7ieRy77ystGE0/img.jpg?width=980" id="05cba" class="rm-shortcode" data-rm-shortcode-id="2442b09e14385fb2edb71fda3c7eb46d" data-rm-shortcode-name="rebelmouse-image" alt="Two female executives figuring out a new business strategy" data-width="900" data-height="600" /><p>The five skills executives must have during the COVID-19 pandemic include the following:<br></p><p><strong>Authenticity</strong> - Bringing your true self to your business and leading with honesty and integrity. </p><p><strong>Collaboration</strong> - Working together internally with your team and externally with your colleagues, other businesses, or clients to enhance your relationships and meet your goals while also remaining focused on your organization's mission and vision. </p><p><strong>Honesty</strong> - The ability to treat others as they would like to be treated and have difficult conversations when necessary about their business and goals as it continues to evolve.</p><p><strong>Resilience</strong> - The ability to bounce back and keep your business going is not easy. One of the biggest challenges accompanying the COVID-19 pandemic is not knowing where the spread of the pandemic will occur. Because of this, businesses have had to adjust while not always knowing how these adjustments will affect your team, operations, logistics, and bottom line. How are you adapting your business during this time? What strategies have you implemented to be able to keep your business and team safe while continuing to run your business? </p><p><strong>Tact</strong> - Recognizing that everyone is experiencing different (and painful) challenges as a result of the pandemic. Some have experienced the loss of a loved one, while others may be experiencing housing or severe financial difficulties. How are you communicating with your team when you may not know all they are going through emotionally, spiritually, and intellectually?</p><p>Having a few of these skills will help your business maintain stability during these challenging months. Having all of them will help you and your team navigate the road ahead in a manner which ensures growth for all of you.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/susanleys/" target="_blank">S.A. Leys</a> is a coach, consultant and career navigator at <a href="http://www.coachingfornurses.io/" target="_blank">http://www.coachingfornurses.io</a>. We provide coaching, consulting, and debriefing for the healthcare professionals and teams who care for all of us. Follow our hashtag #debriefyourteam on LinkedIn to receive information and strategies to assist your team with coping and retention strategies.</em></p>
Jim Junker, Global Operations Executive<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU3NzcxNi9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxOTc2MjU2M30.j38AREtXBjZSg5c70m7Ae5FPokfA7BeCneR0aFB6RSc/img.jpg?width=980" id="061b9" class="rm-shortcode" data-rm-shortcode-id="fa2f1f3ca0ee3210775d2930516373b8" data-rm-shortcode-name="rebelmouse-image" alt="Executive looks at his colleagues during a presentation" data-width="900" data-height="600" /><p>I have always been a list-maker. In times of uncertainty and chaos, this serves me particularly well as it helps me to limit the unproductive noise and focus my energies on the things that matter most to employees and the business overall. My current top five focus areas during this pandemic are as follows:<br></p><p> <strong>1) Compassion</strong> - I find myself aligned with Jeff Weiner on this. Empathy is a great start, but it is ultimately the action we take (compassion) that makes a meaningful change in people's lives. </p><p> <strong>2) Openness</strong> - The world has certainly changed in the last six months and in many areas we are not going back. Leaders who have the willingness and ability to really listen to employees, invite new ideas, and are open to making significant changes to boldly address the "new-normal" will be the ones who have the best chance for success. </p><p> <strong>3) Chief Communication Officer (CCO</strong><strong>)</strong> - Authentic communication is absolutely critical in times of crisis or significant disruption. To be truly authentic, it needs to come directly from us as executive leaders. Welcome to the C-Suite...put on your CCO hat on and let's get going! </p><p> <strong>4) Versatility</strong> - With the current pace and breadth of disruptive change, the need for versatile and agile leaders has never been greater. What we lead and how we lead matters and will require near constant re-evaluation. </p><p><strong>5) State of Readiness</strong> - As much as the pandemic feels like a unicorn event, the really worrying thing is there will certainly be another. Author and speaker Joseph Paris sums it up well in his <a href="https://state-of-readiness.com/" target="_blank">State of Readiness</a> book: Get Ready… Be Ready… Stay Ready!</p><p><br></p><p><em><a href="https://www.linkedin.com/in/jimjunker/" target="_blank">Jim Junker</a> brings over 25 years of experience building, growing, and operating technology-driven product and services businesses in the Energy and Industrial sectors. An experienced transformation leader, he has led acquisition integrations and executed business turn-arounds in the USA, Europe, and Middle East.</em></p>
Every industry has been impacted by COVID-19. But in what way? What challenges are unique to these industries?
Learning & Development<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU2MjIwMy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYzOTY4MDg2NX0.eWz8ArlAfQ9DgPMUOAAkHgbNxoaSJsUdhA9z36nHxhA/img.jpg?width=980" id="8f709" class="rm-shortcode" data-rm-shortcode-id="9ea4356162b89399f3340fcd363a4ad1" data-rm-shortcode-name="rebelmouse-image" alt="Woman gives a presentation about the learning & development industry" data-width="900" data-height="600" /><p><strong>Melodie Turk, </strong><strong>Learning & Development Executive</strong></p><p>#1 PROBLEM FACING THE WORKPLACE TODAY…EFFECTIVE VIRTUAL INTERACTION.</p><p>With the outbreak of COVID-19, 42% of the U.S. labor force is now working from home (Nick Bloom, Stanford).</p><p>We have the opportunity to make #intentionality a daily behavior instead of an inspired pursuit.</p><ul><li>Gathering the right people together becomes an intentional exercise of planning. We have the opportunity to collect the true stakeholders in each situation—by role and skill—not just the people we see the most each day.</li><li>Working in a virtual environment increases screen time exponentially, causing information overload. We have the opportunity to be intentional about what messages are shared and how they are shared—no more hallway conversations—every message & response can be planned for ultimate effectiveness and impact.</li><li>Working in a virtual environment gives us the opportunity to intentionally prepare ourselves BEFORE interaction. We can think about how we feel, what the interaction will be like, what goals we're working towards, the challenges for stakeholders, and what info we should share. Better preparation increases our emotional intelligence, helping us bring our best selves to the interaction.</li></ul><p><em><a href="https://www.linkedin.com/in/melodieturk/" target="_blank">Melodie Turk</a> has a passion for transforming people and organizations. With her 15+ years of experience in change management, making a difference in tomorrow is always the goal. Recently, she led talent development strategy and implementation for 1600+ employees—adding learning hours, training sessions, and diversity and inclusion conversations—all which increased employee engagement, enhanced culture, and promoted workplace satisfaction.</em></p>
Healthcare<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU2MjIwNS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0Mzk1NDU2MX0.jyrLlxy6jLcrgCO-8-rmuOxPfA-59l19G7_bMxmyceg/img.jpg?width=980" id="d9718" class="rm-shortcode" data-rm-shortcode-id="40e4bf14c3e0405d33ed1fdb861c78c5" data-rm-shortcode-name="rebelmouse-image" alt="Man working in the healthcare industry during COVID-19" data-width="900" data-height="600" /><p><strong>Martin Davidek, </strong><strong>Operations Leader</strong></p><p>I think the #1 challenge in the healthcare sector as a result of the pandemic is the ability to ensure there are enough employees to provide the necessary services. Not only does not having enough employees mean some people go without needed service, but the remaining employees are also at risk of burnout potentially exasperating the issue. One key solution to this is clear and standardized human resource policies related to absences such as leaves. It is critical that leaves are reviewed and approved in an equitable way, within legal confines and the decisions are able to support the continuity of operations.</p><p>At the beginning of the pandemic, the new learnings across the world with changing governmental policies meant that effective organizational guidelines were difficult to develop. Now that there has been some settling of the situation it is paramount that companies review their policies to ensure they are in good shape should another wave hit.</p><p><em><a href="http://linkedin.com/in/martin-davidek-9320122" target="_blank">Martin Davidek</a>, a seasoned operational leader, has worked in a variety of sectors within healthcare for his entire career. In addition to managing a wide range of team sizes, he has managed data analytics to inform governmental policy, conducted internal training programs, and thrives off of building partnerships.</em></p><p><em><br></em></p><p><strong> Nancy Eller, </strong><strong>Healthcare Administrator</strong></p><p>While the obvious impact on healthcare due to COVID-19—not enough resources, staff shortages and burnout, beds not available—the other impact that is significant is the delay in getting routine healthcare.</p><p>First, many practices closed for several weeks, so only emergencies could be addressed. Even with this, there have been reports that people delayed treatment for illnesses such as heart attack or stroke, with dire consequences. People put off routine appointments and screening appointments so that there have been delays in diagnosis. Elective surgeries were canceled for several months in various markets, so there is a backlog of cases. This means delays in diagnosis and treatment, and pain and suffering for many.</p><p>For example, where someone may have had symptoms and needed screening for some sort of cancer, the delay in diagnosis by three to four months could mean a difference in outcomes. People are still scared or concerned about going to the doctor's office. Office staff need outreach to get patients who are fearful of coming in and educate patients on the measures that office is taking to ensure everyone's safety.</p><p>Offices have had to change their daily operations significantly. Like any retail operation, protective barriers have been put in place. Most offices take your temperature upon entering and ask a series of questions. There are markers at check in and check out to denote six feet for social distancing. Chairs are marked off in the waiting area, and schedules are reduced making access a little more challenging. The number of "visitors" who can accompany a patient to a visit are limited.</p><p>The limits on scheduling patients/limited access also mean that some practices may look to expand their hours to accommodate the same number of patients. Ultimately, patients will either need to feel sick enough to go to the doctor (which is what you want to prevent) or will need to have renewed faith that the protective measures are enough to make it safe to seek care and treatment.</p><p><em><a href="https://www.linkedin.com/in/nancyeller/" target="_blank">Nancy Eller</a> is a healthcare administrator with 20+ years of experience improving physician and hospital operations. She has helped many practices improve their patient experience scores as well as their revenue by training staff on best practices and implementing improved workflows.</em></p><p><br></p><p><em></em><strong>Susan Leys, </strong><strong>Healthcare Coach, Consultant, and Career Navigator</strong></p><p>The #1 challenge the healthcare industry faces amid COVID-19 is an uncontained pandemic virus that is continuing to affect hospitals and healthcare professionals nationally. Without always having the personal protective equipment, staffing, or bed availability that they need, the healthcare professionals in hospitals across the country are continuing to provide care for their patients (our families) while navigating fast-paced, high-stress healthcare environments.</p><p>While we are only slightly beginning to see and understand how complex the challenges faced by healthcare professionals are, the ongoing stress faced by healthcare professionals is taking a toll on clinical teams across the country. They need to maintain their clinical knowledge and emotional strength while providing compassionate care for critically-ill patients separated from their families. It's a demanding and difficult task amid a "perfect storm" of immense stress, the contagiousness of the COVID-19 virus, and the data—over 167,000 people dead and over 5.25 million confirmed cases and rising.</p><p>What has remained inspiring is how healthcare professionals across the country have stepped up to support their colleagues (often in different parts of the country) as the volumes of patients fluctuate, and the coronavirus spreads to different states.</p><p>A career in healthcare is not easy, but imagine being "that person"—the nurse or physician who needs to care for your family member because you cannot be with them. They will establish a relationship with your family member or friend so they can assess their symptoms, get to know their needs, and potentially have a very difficult conversation with them, and then with you. They will be the ones who will hold the phone up to their ear to speak with you, pray with you, and have the difficult conversations necessary to hold on or let go.</p><p>These are challenging days to navigate; professionals working in healthcare deserve an abundance of thanks and our continued respect.</p><p><em><a href="https://www.linkedin.com/in/susanleys/" target="_blank">S.A. Leys</a> is a coach, consultant and career navigator at <a href="http://www.coachingfornurses.io" target="_blank">http://www.coachingfornurses.io</a>. We provide coaching, consulting, and debriefing for the healthcare professionals and teams who care for all of us. Follow our hashtag #debriefyourteam on LinkedIn to receive information and strategies to assist your team with coping and retention strategies.</em></p>
Banking<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU2MjIzNy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxODkwMzc2MH0.u-FhtiFC0Uyu4WHJXHFU1s4L6GMBZOE87jXGrNm4PTk/img.jpg?width=980" id="e7ef8" class="rm-shortcode" data-rm-shortcode-id="0e4de5e6de87f9671adfef7c8898fee3" data-rm-shortcode-name="rebelmouse-image" alt="Banking executives talk with a client during COVID-19" data-width="900" data-height="600" /><p><strong>Robin Timbrook, Banking Executive</strong></p><p>I believe the #1 challenge the banking industry is facing amid COVID-19 is how to handle the shift in how customers do their banking. Toward the beginning of the crisis, most banks closed their physical branches leaving customers to bank using various other methods: drive-thru tellers, ITMs (interactive teller machines), online & mobile banking, ATMs, and online account opening. If the customer normally visited the branch, they had to figure out other methods rather quickly or wait in a long line at the drive-thru. If the bank was not already offering these various methods of technology, they may have already lost some customers; if not, some of those customers will not be returning to the branches as they did in the past.</p><p>Once an individual starts using mobile banking and realizes the convenience and speed, they could start thinking of their bank not as a building but as their smartphone. I believe this will change the landscape of banking. Branches have been slowly dying for years and COVID-19 may have just sped up this process leaving some banks with way too many brick and mortar facilities and employees. Banking executives will need to closely monitor the traffic both in-branch and online. They may need to ramp up their technology. If they have not installed ITMs that would be a great place to start as these can be replacement options for a few branches.</p><p>Although there is a cost associated with an ITM, the cost is minimal compared to the operating costs of a branch. The beauty in this solution is there can be one location for the ITM tellers who service all the ITMs. These tellers could be set up to work remotely if there is a resurgence of COVID-19 or another pandemic.</p><p><em><a href="https://www.linkedin.com/in/robin-timbrook" target="_blank">Robin Timbrook</a> is a banking executive with 20+ years experience in deposits, sales, and digital technology services. Her most recent leadership position was with a $2 billion asset commercial bank, where she managed all the customer points of contact.</em></p><p><em><br></em></p><p><strong>Tonya Towne, </strong><strong>Strategic Planning Leader</strong></p><p><strong></strong>I believe the #1 challenge from the COVID-19 pandemic impacting the banking industry is balancing customer expectations and diminishing revenue. With a U.S. unemployment rate of 10.2% (U.S. Bureau of Labor Statistics, July 2020), banking customers are faced with tough decisions to pay their loans and credit card payments or default and put food on the table. Some banks are trying to proactively mitigate the anticipated higher rates of default by offering solutions to assist with a customer's financial distress, while minimizing losses.</p><p>Getting ahead of a customer's financial crisis by offering programs such as payment or interest deferment, refinancing, or allowing them to modify current debt with a lower interest rate, are just some options to reduce potential loss exposure, while maintaining a good customer experience.</p><p>With these options, there is some loss of revenue. But that can be managed by exploring other internal expense-saving strategies (i.e. simplify product offering, reevaluate supplier contracts, reduce travel, overtime). Proactively offering solutions to impacted customers provides a long-term financial benefit for the banks and keeps happy, paying customers.</p><p><em><a href="https://www.linkedin.com/in/tonya-t-towne/" target="_blank">Tonya Towne</a> is a strategic planning leader with extensive experience in the financial services industry including mergers and acquisitions, process transformation, product management, and non-performing asset sales. She has developed and led teams of 2-20 employees with operating budgets of $1M - $15M and maintained employee engagement results above 90%. In her most recent leadership role, she managed program portfolios from $2M - $50M in technology investments, as well as led the sale of $1B in unpaid principal balances of non-performing loans and credit cards in Canada and the U.S.</em></p>
Software/Tech<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU2MjI1Mi9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2OTc5NTg2OX0._PhsEPk9Mf8chXoqbYpJJWb5SHaK_pc1TISyYHe3s5c/img.jpg?width=980" id="18d4d" class="rm-shortcode" data-rm-shortcode-id="320daa6cf0bd38da45a2a6c3ec61dcd0" data-rm-shortcode-name="rebelmouse-image" alt="Executives in the tech industry talk about the effects of COVID-19" data-width="900" data-height="598" /><p><strong>Steve Barriault, </strong><strong>Global Technology Sales Leader</strong></p><p><strong></strong>One major challenge many software companies are facing right now is how to expand their market further. How do you attract new clients in a very conservative environment, especially when many lead generation activities are currently on hold? Proof of concepts may also be much harder to deliver due to travel limitations.</p><p>Web effectiveness is crucial, now more than ever. Keep in mind that your competitors are in the very same boat, which means they are also paying extra attention to their online presence. That means you should step up your game. Be bold and innovative. Don't be afraid to try new strategies, float new messages, and create additional content.</p><p>Monitor traffic on your website and evaluate the effectiveness of these messages. Quantity is one metric, but quality matters even more. Who are you getting in webinars? What kind of questions do they ask? Which web pages are attracting the most attention? Why? How effective are your referencing and Google ads?</p><p>A lot of these actions will concern mostly marketing. That may mean sales or even application engineers have more downtime than usual (unless the extra complexity on the proof of concepts keeps them arch-busy). Consider investing in further training. Sales can learn more about their products and how to demo them. Engineers can develop new and promising integrations they know can give them an edge in the market. These can later integrate your innovation pipeline. </p><p>The idea should be for your sales organization to become like a compressed coil—geared up for explosive growth as soon as the COVID-19 storm abates.</p><p><em><a href="https://www.linkedin.com/in/steve-barriault/" target="_blank">Steve Barriault</a> is a global technology sales executive with 18+ years of experience in business development on three continents. He is currently serving in a 3,000 employee-strong company providing embedded software testing solutions in multiple industries such as automotive, avionics, industrial systems, telecom, and others. Multilingual, he holds advanced degrees in business, science, and computer science.</em></p><p><em><br></em></p><p><strong>Amy Hinderer, </strong><strong>Business Management & Operations Executive</strong></p><p>Some may argue that the impact on the technology industry is far less than in other industries. That may be true to some extent, since high tech firms appear to be more adaptable to changes in the workplace, like implementing a remote workforce. On the other hand, the technology industry has its uphill challenges to resolve, especially when a company's planned digital transformation strategy is accelerated due to COVID-19.</p><p>Executive teams, along with their HR leaders, will need to reassess the skills required to successfully implement their digital strategies in this new normal. Technology skills are no longer just limited to the IT department; these skills are needed across all business units. You can see for yourself as you read through job descriptions, regardless of industry. Digital skills are called out in most roles you come across.</p><p> Now more than ever, companies will be required to transform digitally, and to do so, business teams across the organization will have to find innovative ways of creating and delivering value. Depending on the company's business model, digital transformation initiatives will vary. For example, some companies may focus their initiative on productivity or cost reduction, while another company may focus on developing new digital business growth plans. Regardless of the initiative, the common theme for digital transformation is the requirement for digital skills.</p><p> I urge executives, cross-functional business leaders, and HR to work together to develop and implement their skills strategy that propels or jump-starts their digital transformation so that they are prepared and can quickly adapt to changing market conditions on demand.</p><p><em><a href="https://www.linkedin.com/in/amyhinderer/" target="_blank">Amy Hinderer</a> is a business management & operations executive with 18+ years of experience in global enterprise and start-up businesses. She has managed teams ranging in size from 10 up through ~35K supporting revenues between $2M - $9B.</em></p><p><em><br></em></p><p><strong>Duncan Prior, </strong><strong>Senior Consultant</strong></p><p>The consensus is that there will be a significant acceleration to digital as a result of the pandemic crisis. The cloud computing providers as well as the large platform businesses such as Workday and Salesforce will be the beneficiaries of this. But what is the number one challenge now facing SME digital transformation businesses that help organisations realise benefits of these offerings?</p><p>The number one challenge is the culture at their clients that is required to embrace the transformation to digital that the pandemic crisis has accelerated.</p><p>Let's start with an example. Many people have seen the benefits of working from home during the pandemic. The technology has delivered and was successful because everyone from the CEO down was affected in the same way. Even if staff felt a sense of isolation and being "out-of-the-loop," that fear could be reconciled with a situation that has affected the whole planet. That will not continue to be the case and peoples' fears will increase as a result of the pandemic crisis. There are three cultural issues the clients of consulting businesses will need to address.</p><p>Self-awareness</p><p>Surveys show that the majority of people do not like their job. When asked, people struggle to recall one piece of work or project that they really enjoyed. As the pace of change accelerates, people will hate their jobs even more unless they get to the bottom of what they are all about and their inner motivations.</p><p>Growth mindset</p><p>A growth mindset enables a person to take a step back from their job and to see the work in the context of their own career and what they want. This could mean moving on from the organisation so it is vital to have the inner confidence to recognise the situation and embrace the opportunities that the change brings, rather than fight it.</p><p>Conflict resolution</p><p>In order for organisations to tackle the acceleration to digital, it will be necessary to improve the way that people are able to question approaches and ideas objectively and openly. The absence of such a culture in the past has been masked by the hierarchical nature of businesses and the simple presence of everyone in the office.</p><p>Consulting services companies will need to design projects to surface these topics, partner with specialist organisations, and collaborate with stakeholders to ensure that digital transformation projects keep pace with the changing world around them.</p><p><em><a href="https://www.linkedin.com/in/duncanprior/" target="_blank">Duncan Prior</a> is a senior consultant at BML Digital with 20+ years experience specialising in digital transformation delivery. He has most recently been leading the development of predictive analytics products for the insurance industry at LexisNexis Risk Solutions. His background is in solution consulting with IBM and rapid application development pioneers, Cambridge Technology Partners, managing teams of 10-25 and budgets of £2m. Switching to industry he built technology partnerships as an IT director with companies such as Kainos, Oracle, and Experian to deliver innovation for organisations in education and investment management and savings of £1m.</em></p>
Engineering<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzU2MjI5MC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY1MzY2NTQwMX0.ysLnPYlAI20-DBS6y342YjVwXTWFADwfouW6ZGC6HwI/img.jpg?width=980" id="06ee1" class="rm-shortcode" data-rm-shortcode-id="0a8d4952d333137bc006a135b25ab8b7" data-rm-shortcode-name="rebelmouse-image" alt="Engineers work on overcoming a challenge" data-width="900" data-height="600" /><p><strong>Roger Erikson, </strong><strong>Product Development Engineering Executive</strong></p><p>The #1 challenge I am seeing in product development engineering during this work at home time period is collaboration with other system teams, suppliers, and product groups. To achieve the best innovation and success, I would focus on high performing system integration engineers to lead precise weekly design reviews, keep CAD model up to date within a high level system, and make sure all team members are available to constant communication channels.</p><p><em><a href="https://www.linkedin.com/in/rogererikson/" target="_blank">Roger Erikson</a> has 12 years of design engineering experience, leading teams of 4 to 10 people, and managing an operating budget of 500K. He has completed two full new product introduction cycles with 200-300 part numbers being delivered as well as 3 partial cycles, 10 cost/quality improvement projects for total savings of 350K/year. He is skilled at evaluating design solutions using CAE and FEA tools to improve cost, quality, delivery, and performance of engineering applications in conjunction with other personnel as well as collaborating and developing a team to execute a successful project.</em></p>
There is always debate about the nature of economic recovery and the shape of the growth path. What is already very clear is that there is little chance of returning to the way we were and there are many reasons for that. This means that all organisations will need to become new companies and rethink how they act.
Background<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzM1OC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYyNzYyODU0MH0.iBSmvoBeT45Hm_jJm3gfTJ0SGzXJ4YcEJVhtLIQAqZ4/img.jpg?width=980" id="63b63" class="rm-shortcode" data-rm-shortcode-id="0e2741fc5ff0067de73082315343aab3" data-rm-shortcode-name="rebelmouse-image" alt="Business people meet to discuss a business partnership" data-width="900" data-height="600" /><p>Traditionally, companies have considered insourcing versus outsourcing functions for whatever reason. This can equally apply to a business operation, any services and technology products and has become a more complex question with the critical role that data now plays in driving businesses.</p><p>The result is that all organisations are supported by, and in many cases completely reliant on, a network of other companies.</p>
Assessment<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzM2OC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYyNDYzMTM0Nn0.gYL9GI3iOILC0XmtTHn-KbpoF0KRlLbm7APvX7IEXsU/img.jpg?width=980" id="14d0c" class="rm-shortcode" data-rm-shortcode-id="60d6469ed0bac1d8d348f57309134398" data-rm-shortcode-name="rebelmouse-image" alt="Two business people discuss a possible partnership" data-width="900" data-height="600" /><p>So how do you assess the role of these organisations? Are you aware of all the offerings and what does the market landscape look like? Who works there and what is important to them? How do you justify expenditure and how does the relationship add value to your business?</p><p>What can you do to elevate the relationship from that of a commercial supplier to a business partnership?</p><p>Let's go through those questions.</p>
Listening<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzM4MC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0MzgyMTk0OH0.kwVkkOl13Bq3mwGGu28iBBZ1-vtli7AHbU7xd_S2TQQ/img.jpg?width=980" id="73673" class="rm-shortcode" data-rm-shortcode-id="c7030ef7c263f3a77ff4dc622da5567d" data-rm-shortcode-name="rebelmouse-image" alt="Business partners talk during a meeting" data-width="900" data-height="600" /><p>Take the time to understand your partners' strategy and their product roadmap details. It can appear at face-value that the offerings you feel you are going to benefit from are a long way out. However, it is unlikely that you will be able to achieve the same results yourself and the risk is very high associated with this approach. Are there changes you can make to avoid costly customisations? By working together, there will be ways that you can align with the roadmap so that you are in a high state of readiness when the full-feature offering becomes available.</p><p>For example, financial services organisations are highly dependent on companies such as <a href="https://www.experian.com/decision-analytics/global-fraud-report" target="_blank">Experian for identity and fraud detection</a>. Rather than using their solutions as a box-ticking exercise, which can add to the administration workload, understand how these companies can help you streamline your client onboarding processes. Not only will you be strengthening your ability to meet regulatory commitments and simplifying your administrative functions, you will also improve customer experience and create a platform for future improvement and growth for the business.</p>
Co-Opetition<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzM5MS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2ODc0MDI0Nn0.NkwJy57c38yeNH3ly-IuCtriNkMjxyhPGbFBFjV31ac/img.jpg?width=980" id="fc1e4" class="rm-shortcode" data-rm-shortcode-id="3acee2abf168a53681eb9760cc571fef" data-rm-shortcode-name="rebelmouse-image" alt="Two business partners walk together" data-width="900" data-height="600" /><p>Now more than ever, organisations partner and compete with each other, particularly in the area of data solutions. Now could be a good time to consider proposing that companies that may tender for your business separately, partner with each other to provide what you need.</p><p>In insurance, companies such as <a href="https://risk.lexisnexis.co.uk/insurance?creative=338907349653&keyword=lexisnexis%20risk%20solutions&matchtype=e&network=g&device=c&gclid=Cj0KCQjw-_j1BRDkARIsAJcfmTEe5egZCw6WEFK3oHOrotEAYW15GFb1YY5yZ5a9bBvk8jLR4NGnhjQaAuHFEALw_wcB" target="_blank">LexisNexis Risk Solutions</a> partner and compete with organisations to help insurers to manage risks as well as support business improvements not limited to the areas of quoting and underwriting. Data can be obtained from many different sources so it's all about obtaining specific insights that enable you to grow your business profitably.</p>
Fantastic People<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzQwMi9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2MjQ0MDAxNH0.MW02mVMyPCgY6d67_SQe68CJkieiU1xdLfg-BnLmRoE/img.jpg?width=980" id="9f76b" class="rm-shortcode" data-rm-shortcode-id="2d6a05f0aebbc58fdca3a3a2055b9d5a" data-rm-shortcode-name="rebelmouse-image" alt="Business people agree to become business partners" data-width="900" data-height="506" /><p>Your partner organisations are a great source of talent. They will be able to give you a new perspective on how to take your organisation forward. Consider expanding and growing your network within the partner organisation and making introductions with each other. They will be very interested in the challenges you face.</p><p>Even if your organisation is small compared to your partner behemoth, aim high in extending your network within the partners. This alone will have an impact far beyond the effort involved.</p>
Understand Your Role In The Sales Cycle<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzQxMC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYzOTMyMDY2MH0.7oWzVxkG92jCaW9tKHWuJ1IhJFXVGssSt7qIxQKnRc8/img.jpg?width=980" id="daaaf" class="rm-shortcode" data-rm-shortcode-id="e2ba4066a7bdeee09612034e26e89d75" data-rm-shortcode-name="rebelmouse-image" alt="Business partners talk during a meeting" data-width="900" data-height="598" /><p>Your partners will run their business using a sales management methodology such as <a href="https://www.millerheimangroup.com/" target="_blank">Miller Heiman</a>. It is vital that you understand your role in that process.</p><p>You can help the partner navigate through the landscape of your organisation. This leads to a level of predictability of future opportunities that is extremely valuable and will ultimately benefit both parties. It will also enable you to open up the partner relationship to the rest of the organisation with confidence.</p>
Business Cases<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzQzMy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2Mzg3NTU2N30.Fv4wSdv0-jembLh78Nyk7FwkSWvoIlhheqp8YDTvNys/img.jpg?width=980" id="c2a14" class="rm-shortcode" data-rm-shortcode-id="b1e675837d391a61b446e7596af6b329" data-rm-shortcode-name="rebelmouse-image" alt="Professionals discuss a business partnership" data-width="900" data-height="598" /><p>Business cases are often written in order to obtain approval for investment, leading to invitations to tender being sent to suppliers.</p><p>As you work with your partner on understanding their roadmap, develop a business case based on where you are now and your future plans. They may be able to assist with that. It gives the partner the chance to take their understanding of your business to the next level and can support you in selling the joint vision internally.</p>
Value Creation<img lazy-loadable="true" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yMzMxNzQ0Mi9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2ODc0Mzg5Nn0.pbQwH9BGLYUMwvPCX2-xjckQ6qRd4hULbB3-Oe-ReA0/img.jpg?width=980" id="86afe" class="rm-shortcode" data-rm-shortcode-id="5043b51e779a357fa62272379bcdc79f" data-rm-shortcode-name="rebelmouse-image" alt="Business partners meet over a Zoom call" data-width="900" data-height="600" /><p>Try not to think of the expenditure of your company in purely budgetary terms. This can lead to transactional discussions about discounts and these negotiations can lead to a loss of goodwill.</p><p>Find out what is important to your partner. All organisations value references and success stories very highly and this can also provide great career development and personal growth opportunities for you and your team and add to a sense of enjoyment in the joint endeavour.</p>
Conclusion<video controls id="482c6" width="100%" class="rm-shortcode" data-rm-shortcode-id="0b18a8cdaa8d03d74a5f9583feac1643" expand="1" feedbacks="true" mime_type="video/mp4" shortcode_id="1594325062103" url="https://roar-assets-auto.rbl.ms/runner%2F18641-How-To-Achieve-More-With-Less-Through-Business-Partnerships.mp4" videoControls="true"> <source src="https://roar-assets-auto.rbl.ms/runner%2F18641-How-To-Achieve-More-With-Less-Through-Business-Partnerships.mp4" type="video/mp4"> Your browser does not support the video tag. </video><p>Partnerships of all kinds enable your organisation to be greater than the sum of its parts and there are many examples of organisations achieving great success together. Treating key organisations as a true business partner will give you the best chance of achieving profitable growth over the coming years, even in the most challenging environment, by thinking and executing strategically together.</p>
Yesterday, we balanced home-working with office presence, trying to find free slots in each others' calendars for Skype calls with face-to-face meetings. Today, video meetings have become the default and no one can travel.