Planning For Success After COVID-19: Processes

2021-05-05 |  Helen Clark

What is changing?

Organisations needed to make numerous changes to adjust to the pandemic, and were forced to adapt to new ways of working. This often meant reconfiguring existing processes to work in a remote environment and adding new processes where necessary, all while remaining sufficiently resilient in the short term. However, now that we are emerging into a post-COVID world, we need to ensure that these short-term solutions are effective enough to be sustainable and sufficiently flexible going forward.

How will this impact you?

When COVID struck, short-term adjustments were made, because no one expected it to last for so long. As a result, we now understand far more about how to make processes resilient and flexible. The changes in how we’ve worked have had a huge material impact on our requirements for operational resilience. This, coupled with the fact that the outcome/priorities of many customer processes have shifted, means that a review of the critical customer-facing processes is now required.  

What do you need to do about it?

Many organisations we are working with are actively looking at their future ways of working, using the lessons from the pandemic to frame their operating models, and define their approach to operational and customer processes. In tandem with this, there are numerous other operational resilience and customer-related reasons why processes should now be at the forefront of our minds. For example, the lessons we learned from remote working present an opportunity to define new or evolved ways of doing things. Many organisations want to use this as a catalyst to accelerate modernisation, simplification and collaboration in the workplace.

We are currently helping a number of organisations review their key processes, predominantly through a targeted, post-COVID efficiency review to guard against future ways of working.

The reviews focus on:

  • Sustainability & Flexibility: The pandemic has changed ways of working, with so many processes being altered to fit with a remote model. Will these changes be robust and sustainable going forward? Do they have the flexibility to work in both a remote and an office environment? And are there sufficient controls in place to enable the individual (either customer or colleague) to choose how best to engage with the process?
  • Automation: Do the short-term demands of COVID mean that all/some or your processes are now ripe for automation, either because their importance and use has increased, or because the new post-COVID environment has highlighted new automation opportunities?
  • Security: At the beginning of the pandemic, decisions were made which allowed changes in processes to be adopted, some of which may have resulted in an increase level of operational risk. It is paramount that organisations do not unconsciously adopt these as the “new normal” without reassessing the risk levels to ensure they’re fit for future use.
  • Prioritisation: Customer-facing processes that were once deemed critical may have become less important, whilst others have become more important due to customer demands and shifts in technology. Re-assessing which processes are critical is crucial in ensuring that organisations focus on the right areas. Some processes may even no longer be needed.

How can we help?

This is a snapshot of just some of the ways we can help you ensure your business thrives in a post-COVID world. We are currently helping a wide range of organisations to identify ways to be on the front-foot as we move further away from lockdown. Whether this is looking at ways of working, future operating models, or at individual processes.

If this or any of our other related COVID articles interest you then please get in touch with Helen Clark.


Further reading:

Planning For Success After COVID-19: Digital Upskilling

Planning For Success After COVID-19: Customer Re-engagement

Contact Helen Clark:

Email: helen.clark@penpartnership.co.uk

Phone: +44 (0)7585 111 518

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