 ConclusionsVijay Pereira,
Yama Temouri and
Daicy Vaz
Chapter Chapter 6 in Managing Sustainable Business Relationships in a Post Covid-19 Era, 2022, pp 37-39 from Springer Abstract: Abstract In conclusion, tomorrow’s post-Covid-19 organization will look like this. Organizations will have to have an operating model and will have to redesign themselves and restrategize to be flatter in terms of decision-making, in terms of hierarchy, they’ll need to also be fast and quick in terms of speed, in terms of decision-making and in terms of serving their customers. Also, they need to work across functions and collaborate with each other. Recently, we researched and published a paper on how those big and small firms and governments across the world need to collaborate and find solutions to develop a vaccine (Patnaik et al., 2020). Our recent work talks about how that collaboration becomes extremely important. Also, organizations need to be flexible; they need to be nimble is what the literature talks about, being able to move from plan A to B, change their strategies and policies, change their practices. Dynamism, agility, and resilience are other keys required for tomorrow’s post Covid-19 organizations. So here, you can see that all of these things lead to improved outcomes. Be it speed, be it responsiveness, be it efficiency, be it performance. And the bottom line again for any business is how they can deliver better goods and services faster and cheaper, and thus tomorrow’s post Covid-19 organization is going to look like this. Further, those organizations that are looking at the future and want to not only survive but also thrive will need to work toward this. And also, organizations will probably need to be inclusive and of course earn their profit, but not to forget in that process that they can be socially responsible. An Accenture report talks about how the business landscape is changing. On the one hand, you have organizations that understand the impact, implications, and effects of the progression of the pandemic, and on the other hand, how the society or the responses of the businesses are toward the society. And one of the important things identified in this report is that companies are increasingly focusing on their stakeholder’s concern versus focusing purely on profit and shareholder. And so yes, the latest trend is that businesses have realized that social responsibility is also linked to both their surviving and thriving. Another important question many organizations are debating is how can this Covid-19 threat be turned into an opportunity? Of course, not all industries are equal, and not all industries are immune in terms of what businesses they are in, when it comes to exposure to socially responsible behavior. But they can be selective, and again organizations of course have to survive, but then are they inclusive? Are they looking at the social responsibilities along with that survival? Because the age-old saying is that, “collectively we can survive,” or we can only look after ourselves. It is a straightforward thing but not as straightforward possibly if you are a business struggling to survive. Date: 2022 There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:spbrcp:978-3-030-96199-2_6 Ordering information: This item can be ordered from DOI: 10.1007/978-3-030-96199-2_6 Access Statistics for this chapter More chapters in SpringerBriefs in Business from Springer |
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