Synopsis

During a pandemic crisis, the safety, health and wellbeing of people remains paramount. Leaders of companies will have to balance this, whilst being accountable in ensuring business continuity and performance. The COVID-19 impact to the workforce provides a defining leadership moment for business leaders, especially for Chief Human Capital Officers to take practical actions to sustain workforce resiliency and safeguard the business for now and the future.

As societies and businesses cope with the new normal, the priorities for leadership have changed

2020 has so far been a year of great challenge and disruption. The implications of this leadership, work and learning have been rapid and are continuing. 

Synopsis

Having built businesses through multiple economic crises, natural disasters, restrictive and changing policies and regulations, and bouncing back from a life-threatening accident, Azran shares his experiences of harnessing resilience and curiosity to lead teams during turbulence and volatility. 

Synopsis

We are experiencing unprecedented changes in our world. Free movement has stopped. Airports are empty. Countries are on lockdown. The coronavirus outbreak has already had an enormous impact on businesses. To use the words of the former Unilever CEO: “Companies, small and large, are at risk as the global economy has hit the pause button.” 

Synopsis

Some say it will take a year, others predict it will take a longer time for businesses to return to normalcy. From business models to people's strategy and the way we work and communicate, things are going to be radically different post COVID-19. 

It is therefore vital to look beyond crisis response to recovery and post-recovery planning. Companies who are proactively looking ahead, regularly reviewing their policies and reprioritising their efforts, are those that may have a higher chance of surviving during this turbulent time.