Even for senior executives who manage complex issues on a regular basis, COVID-19 was a challenge – it put them in a position where they had to respond even more quickly to such a crisis (crisis management).
From establishing business plans to flexible working and transforming business models, digital leaders have had to manage the impact of the coronavirus pandemic on their business, employees and customers .
This process has been a more difficult challenge for some leaders than others. More than a third (36%) of organizations say they will look to improve their crisis management post-COVID, according to Grant Thornton’s International Business Report.
For those executives who have faced this challenging environment, what has the coronavirus pandemic taught them about developing effective crisis management policies? Four digital leaders share the lessons they have learned from dealing with COVID-19.
1.Have a plan and implement it flexibly
Wincanton CIO Richard Gifford says that dealing with the business impact of COVID has taught him two fundamental things about crisis management: first, the importance of having a business continuity plan, and second, the flexibility you need to have when dealing with that plan.
“Thus, for example, the pandemic was always on the risk list, but we probably thought it would never happen”, says. “However, the fact that we had this plan in place, in a very complex operation, was good – and meant that we could deviate from it quite quickly if needed.”
Gifford says the crisis response also reinforced the importance of relentless team communications. Throughout the early days of the pandemic, people in the technology were constantly in touch with each other.
Gifford says that the ability to quickly change direction could have a lasting impact on decision‑making processes in crisis management. A CIO who claimed that everyone should work from home twelve months ago would have had to promote his idea – perhaps unsuccessfully – to an executive committee. This year, companies simply had to embrace remote work, says Gifford.
2. Keep everything truly simple for everyone
Nick Burton, chief information officer and digital officer of Avon International, says that the biggest crisis management lesson he learned from responding to the coronavirus pandemic is simple: “Be very clear at all times – it’s that simple.”
Burton says that the team's daily focus was usually on three main priorities. Instead of worrying about a range of technological problems, the team will focus on these priorities. As these priority items were noted, other elements will be added to the list, so the focus will be modified over time.
“Your approach to crisis management must be truly clear to the people on your team and how they can support you – and, if not, they can ask you. It's like the decision‑making approach used by the military: observe, orient, decide and act.”
3. Seek the special advice of other CIOs
Jason Oliver, the chief information officer at the University of Sussex, says that one of the key things he learned from the COVID crisis is the importance of a supportive community.
Oliver says that CIOs across the United Kingdom passed best practice advice throughout the leadership network. He says that one of the critical elements for IT leaders was a remote work survival toolkit with many resources, curated by CIO advisors Chris Weston and Dominic Mason.
“A lot of people contributed to this – CIOs from all over the country. It’s a fantastic project for anyone who can buy it right now, to give them a little insight into some of the best practices and some of the things that could be making their lives easier,” he says.
Oliver says that this kind of collective thinking shows that crises are often dealt with better collectively.
4. Use the collective spirit you have created
Hany Choueiri, head of data at Aldermore Bank, says crises often bring out the best in organisations. He thinks back to his time as CDO of the Bank of England during the 2008 financial crisis and how everyone worked as a team. It’s a similar story this time – successful businesses create a sense of togetherness.
“Suddenly everyone works together. They work toward this common vision, a common problem and the crisis seems to create something from a common vision and a problem that must be solved by everyone together. Everyone finds realistic solutions · everyone helps all others in achieving this mission”, says.
Choueiri says it’s encouraging to see technology, compliance, risk and data working collaboratively and quickly to deliver crisis management solutions. Perhaps the biggest lesson for executives is to try to find a way to create a sense of togetherness when there’s no crisis.
