One Article Review
| Source |  NoticeBored |
|---|---|
| Identifiant | 1779381 |
| Date de publication | 2020-04-11 13:51:06 (vue: 2020-06-29 11:00:30) |
| Titre | NBlog April 11 - NZ lockdown day X of N |
| Texte |  There's a slew of social media posts promoting business continuity management, resilience, ISO 22301 and the like, right now, during COVID-19. That's like promoting birth control to a family of twenty. It's 20-20 hindsight.Now is the time to promote the planning and preparations needed to cope with the aftermath of COVID-19, taking account of things such as:Lingering uncertainties/doubts about business, the economy, life, health, management and workforce capabilities/competence, supply chains ... whatever Inertia - the additional effort needed to spin-up to normal speeds after the go-slow Low morale resulting from isolation depression, sickness, stress, over-work etc.Lack of motivation to 'get back into the swing of things' as if nothing happenedVarious adjustments to the new working, home and social lifeCoping with losses of all sorts (money, people, jobs, opportunities ...)Realisation (for some) that working from home beats working from workFamilial, cultural and social factorsLong term effects such as paying back the loans needed to get throughLearning hard lessons from the incident, making genuine efforts to improve business continuity arrangements for the next one e.g. investing in risk management, resilience, contingency, security, change management Introspection (busily getting our own house in order) diverting attention from the (changed) outside world - new challenges, new opportunitiesThe practicalities of getting back into the nine-to-five routine and dealing with a backlog of problems, deferred work, various mini-crises and shortages etc.Things will eventually settle down into the (new) normal. Organizations that make the transition |
| Envoyé | Oui |
| Condensat | for that well 22301 about account additional adjustments after aftermath all april arrangements as:lingering attention attracting back backlog battle beats because before birth bonus busily business capabilities/competence chains challenges change changed contingency continuity control cope covid cream creating crises crisis cultural dawning day dealing deferred depression diverting doing down during economy effectively effects effort efforts emphasis etc evaluating even eventually existing exploiting exploring factorslong failing family firmly firms five forces forward from future genuine get getting good half happenedvarious hard health hindsight home house how improve incident instance investing iso isolation issues jobs lack laid least lessons life lifecoping like loans lockdown losses make making management management introspection marks media mini money morale more motivation nblog needed new next nine normal not nothing novel now off one opportunities opportunitiesthe order organizations outside over own paying people planning position post posts practicalities preparations priorities problems promote promoting putting realisation recruiting redeploying resilience resources resulting reviewing right risk routine security settle shortages should sickness slew slow low social some sorts speeds spin start strategies stress stronger struggle such supply swing taking talking term than that there things think thinking those through throughlearning time transition twenty uncertainties/doubts various what whatever inertia will work work etc workers workfamilial workforce working world |
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