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Key Priorities For The Leaders In The New Normal

Key Priorities For The Leaders In The New Normal

By In Blog On January 5, 2022


Amidst the pandemic, various organizations have extensively and often successfully embraced the new methods of working. They’ve also adapted digitization and restructured their supply chains. All of this has been inevitable, but it’s not going to be enough. To get ready for the post-pandemic era, leaders are required to work more than just fine-tune their everyday tasks; they must get prepared and willing to reconsider how they function, or even why they exist. In other words, leaders need to take a step backward, contemplate, and take into account a broader perspective. Here are the key priorities that organizations must adopt as their Polaris while they follow the developments that are reshaping the future.

  • Core approach on sustainability

Recently, businesses have acted to ensure that sustainability is more than just a buzzword. Many organizations have taken ardent steps in sustainability, the precept of manufacturing goods, and offering services whilst exacting minimum harm to the environment. In the coming future, however, doing so will be as basic in doing business as arranging a balance sheet. Hence, sustainability must be executed as precisely as digitization or strategy development since it will be a vital source of long-term competitive benefit.

  • Prioritizing speed

Disruption is inevitable, and as issues regarding the environment intensify, an even greater upheaval is expected. To get ready for the change, organizations ought to develop greater internal agility and critically accelerate their procedures. In September 2020, McKinsey found via its survey of business executives and directives that “speed” is the most often mentioned cause for organizational change throughout the pandemic. Furthermore, about 3 quarters of respondents stated that they predicted change in their organizations’ technological usage and systems, in addition to their central procedures and the way the organization was run due to the disaster.

  • Cloud transformation

Cloud’s capabilities have long been acknowledged, however, now it’s starting to deliver real outcomes in the field of innovation and productivity. So, it must be a top priority for businesses to set up the cloud for the suitable purpose. To do so, employees must be “cloud literate”, which means they must have an acute sense of the cloud’s potentials.

  • Digital proficiency is fundamental for competitive advantage

Finance and IT leaders understand what requires to be implemented. Thus, in their new priority list, they include finance digital transformation, cash and liquidity management, and remote supply of financial services. These skills enable precise and continuous situation planning which is very essential to be organized with a quick reaction when situations change. Meanwhile, on a more rapid, daily basis, a capability to evaluate shifts in the environment has become less an insignificant advantage and more an enterprise imperative. Instantaneous access to economic and people capital data, included with operational data, offers organizations a facet with regards to realignment of resources.

  • Talent development

Talent is the most vital resource, and developed organizations are displaying the ways to expand it. They teach and empower small groups; set up talent based on abilities, not a hierarchy; and decrease gaps via education and improvement. Thus the bottom line: a better worker experience yields better outcomes.

  • Hindrance in advancements

Even with the obvious and urgent need for investment in technological solutions, there are a lot of impediments. Some business executives mention issues of obsolescence given the steady evolution of technology, whilst others say that they can not locate the proper fit for their enterprise or that the expenses are prohibitive. The threat for such organizations is that they stay dependent on static, custom systems. If those have been in use for years, an organization’s techniques might also grow to be stagnant, leaving them way behind present-day best practices, and as proven by the pandemic, in the face of a disaster, it’s vital to be updated. The good thing is that solutions aren’t just available to modern organizations without legacy systems, any agency with the proper mindset can adapt. Furthermore, even the pandemic proved no predicament to the ones dedicated to change.

  • Working with a purpose

Employees desire to work in a place having a feeling of purpose and could depart if they don’t find it. Organizations that function with purpose are much more likely to generate long-term value. And people expect enterprises to do more than just increase revenue for shareholders, although that is important.

  • Finance executives are crucial to success

Finance leaders have an important function to play in a corporation’s digital transformation. These days, such key individuals ought to possess more to them than just the technical talents that certify them to manage an organization’s finances, says Lee Thong Tan, CFO Practice Lead for Workday Asia. They ought to be constantly contemplating the way they can add value overall. “Agility isn’t only about technology,”. “Finance leaders are required to possess the mindset that they need to restructure the organization, and not just the systems, to enable them to get accustomed to the changing times,” says Tan.

How these priorities are carried out will differ from organization to organization; some could be more essential than others, relying on the market value. But we consider that the above-mentioned priorities will significantly become the future focus while enhancing the chances of success.


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