相关专业知识：人物战略,业务转型,Change Management
大流行使业务转型已经艰巨的挑战更加复杂。而且没有一个组织不需要转变。
Covid-19在我们的数字未来中已经弹出了五到十年的时间。但是，公司认识到，他们必须做的不仅仅是数字化其战略和操作模型，并提高员工的数字流利性。他们还必须考虑新的考虑因素，所有这些都相互联系：疾病的轨迹，其运营地区的医疗保健系统以及政府政策和刺激措施。他们必须弄清楚这一切，同时为真正不可预测的未来制定战略路线图。这是对类固醇的转变，并且会在后大规模时代的曲折中“始终保持”。
Central to all these issues are our people. For employees, COVID-19 has turned things upside down in virtually every respect. Apart from the anxiety over a disease whose full effects remain unclear, people are worried about safety measures in the workplace, their job security, the fate of their company, the complexities and distractions of working from home, their family’s well-being, and the additional demands on family life—among other issues. Seemingly overnight, many have found themselves navigating new technologies and ways of working. This monumental degree of change and uncertainty has exacted a tremendous psychological toll.
在大流行的最初阶段，领导人对他们的人民表现出了比平常的关注：动员起来确保员工的安全和福祉的公司，专注于实现远程工作，并振兴了他们的目标。但是危机还远远没有结束。现在，当公司考虑如何超越危机到肯定是一个漫长的康复阶段时，他们不能恢复忽略员工或将他们视为结束的手段（或更糟的是副产品损害）的旧习惯。除了保护人们的健康并恢复信心外，公司还必须将人们放在首位，以使他们保持生产力，充满活力和敬业度。以人为本的转型议程不仅在恢复期间，而且在循环后的现实中，都将是成功的关键区别。
在这个新的现实中，组织不能希望成功地改变危机，除非他们以证明人类的方式进行。那些进行并持续成功转型的人的经历提供了重要的教训，这表明以人为中心的转型方法紧迫。这种方法在过去十年中伪造（以及BCG的长期记录指导了数百个转变），重点是头部，心脏和手。（请参阅“头部，心脏和手的力量。”）
转型的负责人是要设想愿望并定义组织议程。在当今的背景下，这首先要确定可能影响业务（包括政府措施）的基本宏观转变及其对业务和经营模式，基础架构，运营和工作方式的影响。领导者必须确定并确定每个主要领域的关键策略，包括投资组合，投资，创新和合规性。
而且没有时间浪费：迅速而积极地移动对于恢复至关重要，就像播种未来的表现一样。一种BCG在过去四个低迷中对公司的研究发现只有14％能够提高其盈利能力并加速增长。那些确实很早就采取了行动的人，将短期行动与长期倡议平衡，以提高优势和韧性。通过投资增长，而不仅仅是削减成本，他们实现了更长的绩效增长。
The need to act decisively in crafting a transformation agenda is clear. However, navigating the uncertainties and envisioning the far-reaching impact of COVID-19 may seem overwhelming to leaders and, indeed, to people at all levels of the organization. What actions can companies take to ensure that their people needs are not shortchanged in the midst of this ambiguity and complexity?
Focus organizational agendas on people.一种first step in the recovery phase is defining the immediate strategic, digital, cost, and operational agendas for the entire company and its functional areas—customers and channels, manufacturing and production, the supply chain, and so on. At the same time, companies need to secure future advantage. This means evaluating, optimizing, fortifying, and digitizing their offerings, operations, future opportunities, portfolio, and the tech function. It means taking advantage of the big leap in digitization that the COVID-19 crisis has fueled to further advance digital transformation. Amid high uncertainty, many companies are finding scenario planning useful in charting a course.
如果没有能力和充满活力的劳动力，这些雄心勃勃的变化都不会发生。例如，这种大型数字飞跃取决于拥有正确的才能和文化。确实，人才和文化必须与您的背景和业务策略保持一致。因此，公司需要确保将重点放在人们的转型议程中。他们还必须确保在您的转型议程中考虑到所有“大岩石”（最紧迫，最有前途的优先事项）中对人的影响。为了说明在处理组织重组时，您通常会首先解决结构，然后再解决角色和流程，只有在实施期间，您才能处理人才。如今，重要的是要在早期蓝图期间强调技能和才能。成功地解决前所未有且不懈的挑战取决于具有创新创造性解决方案的才能和订婚的劳动力来实现他们的才能。
设想未来的工作场所。This strategic consideration, which is integrally tied to the Heart and Hands, should be front and center. That’s because, despite the tremendous disruptions COVID-19 has wreaked on markets, supply chains, and entire industries (like tourism), no disruption has been as pervasive—or is likely to be as sustained—as the disruption to the workplace. Once government restrictions are lifted (or guidelines relaxed), organizations should take this rare opportunity to rethink如何我们工作。
Operationalizing the future of work through a thoughtfully planned return to the physical workplace will be crucial. Leaders need to consider how much flexibility to give employees in the timing and method of their onsite restart, recognizing that their ability to return will be affected by other factors, such as extended school closures and other family members’ work-restart schedules. And leaders and teams will need to be especially mindful of not favoring certain groups of employees on the basis of their ability and willingness to be physically present, especially in the early days of a physical restart.
Make a truly human-centered case for change.在这里，不仅仅是确定燃烧平台，这将迫使人们出于焦虑或恐惧而行动。随着个人和组织努力应对大流行及其敲门效应引起的歧义和不安全感，这些动机已经在充足的供应中。相反，重要的是要以积极的方式吸引人们的最深层动机 - 建立对组织可以实现的新可能性的愿望，植根于更广泛的目标，并使人们围绕这种愿望来激发人们的态度。在不安的时期，当员工渴望清晰，意义和归属感时，这可能是特别困难的，并且更加至关重要。它也是头部和心脏需要紧密交织的领域之一。
当我们谈到转型的核心时，我们指的是四个领域或“钱伯斯”：为生活中断的人们提供照顾；激活目的激发员工并与客户和社区建立联系；建立一种授权的文化，人们可以尽力而为；并以头，心和手领先。
The pandemic has called for a focus on Heart to a degree greater than most organizations would commit to under ordinary circumstances. Companies now have an opportunity to embed Heart into their norms and practices. Doing so effectively requires leaders to look through three lenses:
Demonstrate care to alleviate disruption.Everyone’s life has been disrupted in the past several months, but many lives have been devastated by the disease itself, by its economic impacts, or by both. This pattern of disruption and devastation will continue into the foreseeable future. We cannot assume that employees or, for that matter, consumers will simply “snap back” to normal.
In developing recovery strategies—which include accelerated digital transformation, new ways of working, and associated workforce adjustments—leaders should ask themselves which crisis-era care practices should be retained, or even strengthened. These could be more-generous benefits, upskilling support, efforts to bolster employees’ mental as well as physical welfare, or flex work options. (See “Care Tactics.”) The deliberate and ongoing focus on connection and relationships will help provide a foundation for well-being and resilience during what promises to be a difficult time.
Double down on activating purpose。Covid-19触发的无所不包的破坏使许多人思考了“大”问题。除了获得薪水（许多人非常关心的问题）之外，人们还渴望在工作中找到意义。他们想知道：我为什么要做我的工作？我如何 - 和我为之工作的组织 - 改善世界？为什么我的工作很重要？
Many organizations have leaned into their purpose during the crisis, going above and beyond to lend their unique capabilities to help customers, communities, and other businesses in need. SAP (whose purpose statement is “helping the world run better and improving people’s lives”) provided software to hospitals to help them screen patients, support health care workers, and manage information flow. The company is also collaborating with Deutsche Telekom on a contact tracing app for the German government.
在困难时期,公司必须有限公司ntinue practicing their purpose and offering meaningful experiences to all stakeholders. Leaders may need to step back and consider whether the company in fact has a well-articulated and resonant purpose—one that applies the organization’s strengths to fulfill a distinct need in the world. If not, then now is the time to discover, articulate, and activate it.
“Hot forge” an empowering culture.Culture—the way work gets done in an organization—gets “hot forged” in a crisis. Every decision you make, every communication you issue, every action you take, good or bad, intentional or unintentional, sets your culture. It is critical to be attentive to shaping culture as you forge recovery plans in order to ensure that your organization is on the right cultural path. This is especially important because remote work, social distancing, and safety protocols limit the opportunities for bonding, which is so crucial to reinforcing culture.
Most leaders we have spoken to over the past months have remarked that during the peak of the outbreak they moved with unprecedented speed, collaboration, empowerment, partnership, focus, caring—and a “just do it” attitude. For them, the question now is, How do we bottle what worked so well to get us through the crisis? They cannot afford to go back to the old ways. For example, to further empower people, companies might build test-and-learn experimentation into standard processes or formalize highly distributed decision making. To foster individual and organizational resilience, they might emphasize accomplishment, achievement, and strong social connections.
或以众包改善远程工作的想法为例。IBM担任中国掌舵人的首席执行官Arvind Krishna基于同事之间有关他们面临的挑战的基层讨论，根据基层讨论制定了“在家中”的承诺。受其思想的启发，克里希纳（Krishna）制定了保证，而不是实施政策，他认为这一举动将更多地“发自内心”，更注重动作。The pledge (which he posted on LinkedIn) includes commitments to being family-sensitive, allowing flexibility for people’s personal needs, supporting “not-camera-ready” times, being kind, setting boundaries (and preventing videoconferencing fatigue), taking care of oneself, checking in frequently on others, and staying connected.
用头，心和手领导。鉴于领导力对任何组织的影响，也许最关键的问题是，领导者将如何指导组织超越危机的组织恢复？
The crisis has been a true test of leadership. Many leaders have risen to the occasion, bringing much-needed clarity (Head) and mobilizing resources against critical actions (Hands). The leaders who stand out have done this while leading and communicating with great care, empathy, and humility (Heart). In the vast majority of cases, leaders now face enormous short-term pressure to improve business results, drive transformation—or both. During recovery, employees, customers, and society will hold them accountable. Under these circumstances, everything that causes the Heart to be neglected in normal times will increase by an order of magnitude. The challenge for leaders now is to sustain, if not intensify, the focus on all three elements.
IBM首席执行官克里希纳（Krishna）的承诺同样是领导着头，心脏和手的典范，这是培养正确文化的典范。另一个重要的举动是举行每周的市政厅，领导者向头部，心脏和手介绍。他们还可以通过多种方式表达，激活和嵌入对每个元素的承诺。
For example, to focus the leadership team on the big rocks (the Head), CEOs and senior leaders can hold a virtual offsite to set the vision, following up with weekly sessions to ensure they’re on track and remain aligned. To embed Heart, leaders might reduce or eliminate the number of steering committees so that it’s easier to get work done. Senior leaders can solicit a dissenting opinion in every discussion and encourage team members to provide their viewpoint and explain how they will test it before leaders offer theirs. Senior leaders can also seek face time with one or two up-and-coming leaders every day to show support and see how they are doing. And to bolster the Hands, leaders can invest in building their own digital and remote-work muscle; for example, by using the platforms their employees are using, such as Slack and Trello.
When it comes to operationalizing the business’s recovery and transformation, engaging the Hands—the organization’s ability to execute and innovate with agility—will not be as simple as flipping a switch. The COVID crisis has disrupted daily operations and ways of working in nearly every organization, which is at best confusing for people in their individual and team roles. To enable people to drive transformation in this new reality, leaders need to focus especially on three aspects of the Hands: reinventing ways of working, upskilling to address the digital skills chasm, and leveraging creative talent acquisition models.
重塑工作方式。几乎一夜之间，共同危机迫使大多数组织从根本上改变了日常工作的方式。这并不容易，但是大多数组织至少登陆了一些有效的实践。他们应该将这些用作重新思考团队和员工如何以更敏捷和数字化的方式工作的基础。例如，您如何：
It’s important to pay special attention to teams working in “hybrid mode.” For example, if most members of a team are working in the office, the few working from home could be perceived as uncommitted. Conversely, when offices tight on space demand that some employees work part- or full-time from home, those workers can feel marginalized or excluded. It’s critical to identify and stick to norms that level the playing field; for example, holding online-only meetings and agreeing that all team members—even those in the office—join individually from their respective computers so that everyone is sharing a virtual experience.
在我们自己的12年以上的工作灵活性和生产力的内部努力中，BCG在允许团队设定自己的工作节奏和安排方面发现了巨大的好处。领导者和经理的作用是建立护栏，并鼓励团队选择自己的规范，而成员彼此负责。通过向团队代理商塑造适合所有人的工作方式，员工的敬业度和生产力可以蓬勃发展。在我们的情况下，我们看到有效的团队合作，协作和价值增长了35％，从长远来看，希望与公司保持联系的员工人数增加了75％。
提高技能以解决数字技能的鸿沟。大流行极大地改变了客户的偏好和需求。它还给组织施加了压力，要求其自动化。结果，公司将需要更加专注于高技能，以使其人民能够使用（和创新）数字工具和产品。在接下来的几个月中，一些数字技能的需求可能很高，因此对于大多数组织而言，纯粹依靠招聘是不切实际的。建立此类功能需要多次虚拟培训课程。这意味着现在是启动技能员工的时候了。
Organizations can get going by:
利用创意人才获取模型。Upskilling can take time, so you might need to augment your efforts with such tactics as engaging gig employees or using talent sharing. Talent sharing emerged as a creative “fix” in many places during the early days of the crisis; London’s Nightingale Hospital and Freshippo supermarkets, for instance, faced extreme staff shortages and got a helping hand from Virgin Atlantic (UK) and Yunhaiyao restaurants (China), which found themselves with spare capacity. Consider internal talent sharing, too: redeploying employees with relevant skills to areas of greater need within the organization. Talent sharing can be a powerful lever as companies cope with the potentially uneven nature of recovery across industries, locations, and functions.
将故意，平衡，融合和纪律严明的人专注于头，心脏和手的各个方面，将有助于涡轮增压和维持您组织的变革性恢复。故意，以确保每个元素都是计划的一部分。平衡，为每个元素提供适当的重量。纪律严明，因为养成旧习惯和建立新习惯需要时间和常规练习。并整合，因此，您可以全面地认为他们认为他们的相互关系和相互强化，而不是将以人为中心的举措划分。（请参阅展览。）
始终开发转换的压力受到共同造成的破坏而加剧。不管大流行的潮起潮落，计划和执行变革性的变革都必须是一种持续的做法。因此，我们提倡这些措施：
跟踪进度并灌输以人为中心的头，心脏和手动作的问责制本身清楚地表明，在转型中，人们首先出现。现在将这些实践与所有领导者（从C套件到前线）进行，将增加您在恢复阶段领导公司时成功改变公司的机会。除了Covid之外，这些实践还将灌输对21家公司的地位和表现至关重要的整体重点英石世纪。它们将帮助建立您的公司所需的弹性，以导航未来的转型浪潮，以及不可避免的和越来越多的未知数。
