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8|July 2020 Slippery rock Gazette
Five Business Agility Lessons Hard-Learned Amid the COVID-19 Catastrophe
short order to identify—and shore up—agility failures in order to emerge from this horrific happen- stance stronger and more dexter- ous than ever.
This will, of course, be easier said than done. Learning from this crisis and implementing requisite change to become appropriately resourceful and flexible requires a seismic shift in operational para- digms, not simply tweaking crisis management plans.
Below, are a few observations on some of the hard lessons learned amid the pandemic and offers some strategies in relation. This includes what the top three key elements of operational agil- ity: intersections, interfaces and insights.
Hard Lesson #1: Not working at the speed of the customer Crisis amplifies flaws.
The pace at which the corona- virus has not only magnified, but also accelerated the damage these flaws create, has been eye-open- ing and replete with lessons to be learned. Today we see mid-sized
companies scrambling to activate digital tools with customers and employees, but not realizing that interface tools are just one ele- ment of agility. Being digital is a delicate balance between design and scale that directly changes the way a business operates. Even companies that have had digital transformation projects underway for some time now have realized that they just aren’t “really” digi- tal to the extent needed. Operating at the “speed of the customer” re- quires a deep understanding of where your customers and their experiences lie, though without any boundaries–of industries, technologies or expertise. It is about being at the right intersec- tions and with the right interfaces and insights. New customer buy- ing habits and expectations are being created right now. The busi- nesses that are analyzing these emerging trends and modeling out the long-term implications will adjust faster to industry—and the global economy’s—new normal.
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IFthere’s one thing the global business com- munity has learned from the COVID-19 pandemic that con- tinues to ebb, flow and unfold on a daily basis, wreaking having on bottom lines in every corner of the world in its wake, it’s the out- right imperative for companies to be agile “from top to bottom.” In fact, agility is rapidly establish- ing itself as “the great equalizer,” asserting its unbridled authority over which companies—from global conglomerates to mom and pops...and EVERYTHING in between—will survive another
day.
While business agility has always been a key driver and benchmark of notably success- ful operations, now more than ever it’s become abundantly clear that a business’s ability to rapidly (and accurately) assess a situation and then pivot quickly
Mission critical elements of operational agility and what they ‘mean’ for individual businesses, and industry at large, in the post-pandemic era
Hari Abburi
and with relative ease in response can be a deal breaker in the most profound sense. For many com- panies, lacking this agility ability, on not just one but multiple (if not all) levels of the operation, is the literal end of the road.
Though commonly correlated
directly to “innovation,” busi- ness agility encompasses so much more. We know that superstar, wildly successful companies un- dertake tremendous efforts to best ensure all facets of their business become and remain aptly nim- ble—to the extent foreseeable, at least. Then COVID-19 struck. This crisis has exposed unantici- pated cracks, insufficiencies and vulnerabilities that have put com- panies and industries at-large in a tailspin—even those once ostensi- bly at the top of their agility game.
As we endure the pain and even appropriately shift focus to more human-centric health and socio-economic concerns, indi- vidual leaders, businesses and industries as a whole must still un- dertake due diligence in relatively
Training & Education
Amy Miller Wraps Up Tenure as ISFA Executive Director
Bio-Safe Announces New
Bio-Stop Alcohol-Based Cleaner
for Homes and Institutions
70 percent alcohol cleaner meets CDC guidelines on cleaning and disinfecting commercial spaces
International Surface Fabricators Association (ISFA) President Augie Chavez has announced that effective June 8, 2020, Amy Miller will be vacating the position of Executive Director of ISFA. Amy leaves to pursue the role of President/CEO of the Bryan Area Foundation, a non- profit foundation she has actively served as a member since 2015.
Miller was hired to serve as the Executive Director of ISFA at the end of November, 2017. Miller has the honor of being the first woman to serve in this highest position on the ISFA staff. Additionally, she was elected to the ISFA Board of Directors in late 2016, serving on the board from Jan. 1, 2017, until she stepped down to take the
replacement for the position of ISFA Executive Director/ CEO. The posting for the position will be available on the ISFA Job Board. Interested candidates may apply through this posting, or by submitting their ap- plication and resume to an ISFA Board Member.
“Please join me in con- gratulating Amy on this new chapter, and please share your recommenda- tions, referrals, and insight withusasweseekanew ISFA Executive Director,” commented Chavez. “This organization was formed by and for fabricators, and we look forward to continuing to fulfill our mission with you and for you.”
For more information contact the ISFA at info@ isfanow.org, or visit www. isfanow.org .
N
Amy Miller served as ISFA Executive Director since her appointment in November 2017.
position as ISFA Executive Director.
“We wish Amy the best as she leaves to pursue her passions: serving others and addressing community needs through endowment and charitable giving,” said Chavez.
The ISFA Board of Directors has formed a search committee to seek a
announced launch of its breakthrough cleaner Bio-Stop. Bio-Stop meets the CDC.gov rec- ommendations as one of the ways to clean because its solution contains at least 70 percent alcohol, to disinfect commercial and
ational Bio-Safe
has
the
residential spaces.*
“Bio-Stop has a fast-act- ing proprietary solu- tion infused with 70 percent alcohol with the remainder being natural
*cdc.gov/coronavirus/ 2019-ncov/prevent-getting- sick/disinfecting-your- home.html
ingredients. Bio-Stop is the product we need now. Alcohol solutions with at least 70 percent are a criti- cal choice, and that is why we created this cleaner,” said Anthony Scirpoli, President, National Bio-Safe.
National Bio-Safe fol- lows guidelines and pro- cedures that correlate
with those of the Centers for Disease Control and Prevention (CDC) the World Health Organization (WHO), the Occupational Safety and Health Organization (OSHA), and the Army Corp of Engineers.
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