Make worthwhile and lasting change in your business that inspires people, delivers results and improves systems.
All in Covid Impact
Jo Hands writes all about the war on talent - and it’s no joke. This time last year (May 2020) companies were downsizing, reducing pays, making employee take annual leave and in survival mode. Employees were worried about the security of their jobs. The whole dynamic has shifted. It's an employee market. Why and what does this mean?
Colin D Ellis explains how to make change stick. Organisations talk a lot about change and transformation, but in general most aren’t very good at doing it. A recent SAP survey found that of the 84 per cent of organisations that started transformation initiatives in the past year, only 3 per cent had actually successfully completed one.
Phoebe Reid writes about the key considerations for building connection across the organisation post Covid-19. Companies are finding themselves in unfamiliar territory as their employees return to the office post Covid 19 and are learning how to work together again. Building connectedness is an important part of working together successfully and links closely to employee engagement and ultimately meeting business goals.
Jo Hands writes about Covid19 - and whether it will make or break you… We have had a year of ambiguity and we will never go back to ‘normal’ for some industries and companies this has meant growth / opportunities and for others it has been meant something quite different.
Jo Hands, Whiteark’s Co-founder & Director, writes about the art and inherent need for connection. Connection is defined as a relationship in which a person or thing is linked or associated with something else - and it’s important, probably more than you’ll know. But did it have to take a global pandemic, border closures and state lockdowns for us to realise just how important connection really is?
Matthew Webber writes about retail transformation in disruptive times. It is both confronting and somewhat depressing to turn the pages (physically or digitally) of a newspaper to see yet another retailer fall victim to the economic climate. There is nothing nice about an empty shop front, the loss of jobs or the withdrawal of an important community institution.
Matthew Webber writes about rethinking our Global Supply Chains. The world as we know it has changed. The speed, the relationships, the priorities, the tastes. We can access information, goods and services quicker than ever – and our environments politically, environmentally and structurally seem more volatile than ever before. And this is before we even get to the great awakener in COVID -19.
Phoebe Reid writes about how the global Covid pandemic has brought uncertainty to both businesses and life. To be set up for success in 2021, it is important that employees can shift their mindset from just surviving each week to truly thriving.
In general companies are slow to make a change but when faced with a crisis they were able to respond differently, quickly, decisively and achieve an outcome. Why does it take a crisis to make a change this quickly? In recent conversations on this topic with my network, many people believe that's just how it is and nothing you can do to fix it -- but I'm not convinced that is right...
Change is not easy. There are so many leadership books around change. Leading people through change, the change curve etc stories to tell people, videos to get people engaged and management courses on how to navigate it but change is a strange thing….
From a recent poll on LinkedIn, 50% of people responded that resetting strategic priorities was a key focus area for 2021. It makes sense, 2020 was a very different year to what people had planned. Companies pivoted, reacted, and made decisions that were focused on survival. Survival mode was the ultimate focus; do we have enough cash in the bank?
Are you ready for the new war on talent? Does your company have the capability it requires for the new post COVID world? Are you actively searching for the capability your business is missing. If not why not. Through 2020 companies have pivoting on strategy, priorities, reset targets and navigated the new uncertain environment that we now live in.
2020 has been a year of change. We are often resistant to change, but during a crisis we are forced to adapt as a matter of survival, we look for opportunities, and we are more susceptible to taking risk. A crisis is a great catalyst for innovation, “if you don’t create change, change will create you”.
This in-depth 28+ page report takes a deep dive into 18 different industries, looking at how they have been impacted differently by the Covid-19 global pandemic, and what industries can do as we enter the recovery and regeneration phase. Source: IbisWorld. Note: This is based on Stage 4 Restrictions.
Charlie Nelson, Director at foreseechange, writes about managing uncertainty - unpacking three key strategies. A recent survey by Whiteark found that people in business were more concerned about uncertainty than any other issue. This is understandable given the shocks of the past year, including extensive, tragic bushfires, the COVID-19 pandemic...
B2B buying behaviour has become even more unpredictable with COVID-19 and as a result driving customer retention challenges for many organisations who have traditionally leveraged the sales function to manage high value accounts.
We take a closer look at the changes affecting countries across the world as we emerge from the changes caused by Covid-19. Source: Frost & Sullivan 9 Critical Trends Reshaping all Industries Post-COVID, 2020
The hot topic for 2020 has been Covid and in particular what businesses should be doing to transform to this well-articulated new normal. At Whiteark we’ve been thinking specifically about the impact this unique year has had on B2B selling and specifically what your organisation may want to be considering.
Phoebe Reid writes about us moving towards the new working landscape. As we start to move towards Covid normal, businesses are starting to plan for their employees to return to the office. Here are some things to consider and action from a people perspective.
For vulnerable consumers and the customer teams that serve them, Covid-19 has forced companies to rethink what customer care means to ensure they are addressing their customer needs. A customer’s interaction with a company can have an immediate and lasting effect on their sense of trust and loyalty.
