The COVID-19 pandemic has seen remote working become mainstream – but how do you manage a team when you’re not in the office together? Tools such as building trust, embracing different perspectives and revisiting a team’s purpose are all crucial in times of change. Here, leaders and experts share their advice for remote management.
A new study finds companies have accelerated the digitization of their customer and supply-chain interactions and of their internal operations by three to four years. And the share of digital or digitally enabled products in their portfolios has accelerated by a shocking seven years.
The COVID-19 pandemic has accelerated the Digital Transformation trends. Savvy CIOs and CTOs that were an early adopter of public cloud computing technologies now have a significant strategic market lead over their competitors. Moreover, a few dominant IT platform providers continue to benefit from this trend.
“Whatever the future of offices and work looks like, the old ritual of commuting to a central headquarters in which everyone is cheek by jowl with their co-workers, in a sea of desks broken only by monitors and half-height dividers, seems endangered.”
The relationship between good leadership and employee engagement has been tested and strained over the past six months as businesses have been forced to adopt remote working practices due to the COVID-19 pandemic. “Employee engagement in the U.S. dropped from an all-time high of 38% in May to 31% in June, the most significant decline since it started tracking engagement in 2000.”
“Risk and oversight have been brought into sharp focus in this increasingly uncertain world, as leaders protect liquidity while considering the implications of difficult decisions and trade-offs on achieving this. Nine out of 10 surveyed think the pandemic will change how organizations balance risk and resilience.”
“Many organizations have embraced new digital technologies and have invested in a strong platform upon which to build these new capabilities – and they’re using these capabilities to outperform their competitors. Other organizations are asking the same question, what’s next, but before they can respond, they face considerable foundation-building.”
“The COVID-19 outbreak has created a period of high stress for individuals and companies alike. It’s also an opportunity to examine current business practices in order to increase long-term operational efficiency and competitiveness, as well as to innovate for the sake of surviving now and thriving later.”
During the remainder of this year, executive leadership teams will be focused on IT infrastructure that enables the “Future of Work”, hybrid work models, and flexible working methodologies that make it possible for knowledge workers to access essential corporate applications from anywhere.
“Many businesses hoped to reopen their workplaces after Labor Day, but a new survey of managers and executives suggests a long, uncertain road ahead. 35 percent say the timing of when their companies will reopen the workplace is unknown.”