{"id":22566,"date":"2021-01-18T10:23:47","date_gmt":"2021-01-18T10:23:47","guid":{"rendered":"https:\/\/www.experfy.com\/blog\/how-emerge-stronger-post-pandemic-new-normal\/"},"modified":"2023-09-06T07:09:01","modified_gmt":"2023-09-06T07:09:01","slug":"how-emerge-stronger-post-pandemic-new-normal","status":"publish","type":"post","link":"https:\/\/www.experfy.com\/blog\/future-of-work\/how-emerge-stronger-post-pandemic-new-normal\/","title":{"rendered":"How to Emerge Stronger in the Post-Pandemic New Normal"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"22566\" class=\"elementor elementor-22566\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"has_eae_slider elementor-section elementor-top-section elementor-element elementor-element-fba3493 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"fba3493\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"has_eae_slider elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-5cd3f79\" data-id=\"5cd3f79\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-862dfa5 elementor-widget elementor-widget-text-editor\" data-id=\"862dfa5\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>\u201cWhat now?,\u201d asked a recent\u00a0<a href=\"https:\/\/www.mckinsey.com\/~\/media\/McKinsey\/Business%20Functions\/Strategy%20and%20Corporate%20Finance\/Our%20Insights\/What%20now%20decisive%20actions%20to%20emerge%20stronger%20in%20the%20next%20normal\/What-now-Decisive-actions-to-emerge-stronger-in-the-next-normal.pdf\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">McKinsey article<\/a>\u00a0on the implications of Covid for business.\u00a0\u00a0\u201cOver the past six months, they have reorganized supply chains, set up remote operations, and made tough financial decisions.\u00a0\u00a0But without a COVID-19 vaccine yet available, not much feels different, and the summer pause hasn\u2019t done much to relieve fatigue.\u201d<\/p>\n\n<p>\u201cOne priority, then, is to reenergize the organization &#8211; to act rather than react.&nbsp;&nbsp;Even as the COVID-19 crisis continues to create a world of uncertainty, the goal must be to rebuild for the longer term.&nbsp; Companies that are strong and resilient will be better placed to survive and prosper.&nbsp;&nbsp;Those are qualities that can\u2019t be taken for granted; they need to be cultivated.\u201d&nbsp;<\/p>\n\n<p>But, how can a company, &#8211; regardless of size or industry, &#8211; formulate a rebuilding strategy for the longer term in such an uncertain environment?\u00a0\u00a0As former president\u00a0<a href=\"https:\/\/en.wikipedia.org\/wiki\/Dwight_D._Eisenhower\" target=\"_blank\" rel=\"noreferrer noopener\">Dwight Eisenhower<\/a>\u00a0famously\u00a0<a href=\"http:\/\/go.rainmakervt.com\/resultsmailvt\/2019\/1\/15\/plans-are-useless-but-planning-is-indispensable\" target=\"_blank\" rel=\"noreferrer noopener\">said<\/a>\u00a0when he was the overall Commander of Allied Forces in WWII: \u201cIn preparing for battle I have always found that plans are useless but planning is indispensable.\u201d\u00a0\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2020\/05\/even-when-plans-are-useless-planning-is-indispensable.html\" target=\"_blank\" rel=\"noreferrer noopener\">In other words<\/a>, rather than doing so on-the-fly, planning during highly uncertain times requires that companies thoroughly map out their rebuilding strategy, and quickly and flexibly react to the continuing changing circumstances.<\/p>\n\n<p>\u201cThere are many different ways to lead, but regardless of the type of business or geography, we believe that the\u00a0<a href=\"https:\/\/www.mckinsey.com\/business-functions\/strategy-and-corporate-finance\/our-insights\/what-now-decisive-actions-to-emerge-stronger-in-the-next-normal\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">ten actions<\/a>\u00a0detailed here are those from which a path to emerge stronger can be found\u201d said the\u00a0<a href=\"https:\/\/www.mckinsey.com\/~\/media\/McKinsey\/Business%20Functions\/Strategy%20and%20Corporate%20Finance\/Our%20Insights\/What%20now%20decisive%20actions%20to%20emerge%20stronger%20in%20the%20next%20normal\/What-now-Decisive-actions-to-emerge-stronger-in-the-next-normal.pdf\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">article<\/a>:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-dccfb9f elementor-widget elementor-widget-text-editor\" data-id=\"dccfb9f\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<ul><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/risk\/our-insights\/return-a-new-muscle-not-just-a-plan\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Think of the Return as a Muscle<\/em><\/a>.\u00a0\u00a0\u201cHandling the crisis is a marathon, so the emphasis should be on reinventing business models for 2021 and beyond, not so much on protecting 2020.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/mckinsey-digital\/our-insights\/the-covid-19-recovery-will-be-digital-a-plan-for-the-first-90-days\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>The recovery will be digital<\/em><\/a>.\u00a0\u00a0Such a digital recovery will include \u201c<a href=\"https:\/\/www.experfy.com\/blog\/future-of-work\/how-technologies-reshape-post-pandemic-world\/\" target=\"_blank\" rel=\"noreferrer noopener\">technology<\/a>-enabled next-generation operations, analytics-enabled engineering productivity, and automation of service-related processes.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/ready-set-go-reinventing-the-organization-for-speed-in-the-post-covid-19-era\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Rebuild for speed<\/em><\/a>.\u00a0\u00a0\u201cThat means speeding up decision making, deploying nimble teams, redeploying talent, and empowering tomorrow\u2019s leaders to take responsibility today.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/reimagining-the-postpandemic-workforce\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Reimagine the post-pandemic workforce<\/em><\/a>.\u00a0\u00a0There will be new ways of working in the post-pandemic era.\u00a0\u00a0\u201cConsider changing how work gets done\u2026 And continue to invest in learning.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/strategy-and-corporate-finance\/our-insights\/a-blueprint-for-m-and-a-success\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Make bold portfolio moves<\/em><\/a>.\u00a0\u00a0Programmatic M&amp;A requires a solid game plan.\u00a0\u00a0\u201cTo get positioned for strong growth in 2021, shed business units that aren\u2019t part of the future growth equation and move quickly to fund new, transformational growth areas.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/operations\/our-insights\/building-the-vital-skills-for-the-future-of-work-in-operations\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Reset technology plans<\/em><\/a>.\u00a0\u00a0Companies have entered a new wave of automation and digitization.\u00a0\u00a0\u201cTake a hard look at technology investments and reset them for value and speed.\u00a0\u00a0Aim to raise the technology quotient of all employees.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/operations\/our-insights\/supply-chain-recovery-in-coronavirus-times-plan-for-now-and-the-future\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Rethink the global footprint<\/em><\/a>.\u00a0\u00a0\u201cGiven the vulnerability of just-in-time supply chains that the COVID-19 crisis revealed,\u2026 companies need to take a hard look at how and where they operate.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/business-functions\/sustainability\/our-insights\/addressing-climate-change-in-a-post-pandemic-world\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Take the lead on climate and sustainability<\/em><\/a>.\u00a0\u00a0Integrate climate risk into longer term strategies.\u00a0\u00a0\u201cThe changing climate is poised to create a wide array of economic, business, and social risks over the next three decades.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/featured-insights\/leadership\/and-now-win-the-peace-ten-lessons-from-history-for-the-next-normal\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Think about the role of regulation and government<\/em><\/a>.\u00a0\u00a0Work with government on top priorities.\u00a0\u00a0\u201cAs governments continue to act as payers, lenders, and insurers of last resort, their reach has extended into all aspects of business.\u201d<\/li><li><a href=\"https:\/\/www.mckinsey.com\/featured-insights\/leadership\/the-ceo-moment-leadership-for-a-new-era\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\"><em>Make purpose part of everything<\/em><\/a>.\u00a0 Companies should focus on more than the bottom line.\u00a0\u00a0\u201cHaving a strong sense of purpose helps companies navigate uncertainty &#8211; and people stay engaged and productive.\u201d\u00a0\u00a0Now more than ever, companies must match their actions to their words.<\/li><\/ul>\n<p>\u201cOne priority, then, is to reenergize the organization &#8211; to act rather than react.\u00a0\u00a0Even as the COVID-19 crisis continues to create a world of uncertainty, the goal must be to rebuild for the longer term.\u00a0 Companies that are strong and resilient will be better placed to survive and prosper.\u00a0\u00a0Those are qualities that can\u2019t be taken for granted; they need to be cultivated.\u201d\u00a0<\/p>\n<p>But, how can a company, &#8211; regardless of size or industry, &#8211; formulate a rebuilding strategy for the longer term in such an uncertain environment?\u00a0\u00a0As former president\u00a0<a href=\"https:\/\/en.wikipedia.org\/wiki\/Dwight_D._Eisenhower\" target=\"_blank\" rel=\"noreferrer noopener\">Dwight Eisenhower<\/a>\u00a0famously\u00a0<a href=\"http:\/\/go.rainmakervt.com\/resultsmailvt\/2019\/1\/15\/plans-are-useless-but-planning-is-indispensable\" target=\"_blank\" rel=\"noreferrer noopener\">said<\/a>\u00a0when he was the overall Commander of Allied Forces in WWII: \u201cIn preparing for battle I have always found that plans are useless but planning is indispensable.\u201d\u00a0\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2020\/05\/even-when-plans-are-useless-planning-is-indispensable.html\" target=\"_blank\" rel=\"noreferrer noopener\">In other words<\/a>, rather than doing so on-the-fly, planning during highly uncertain times requires that companies thoroughly map out their rebuilding strategy, and quickly and flexibly react to the continuing changing circumstances.<\/p>\n<p>\u201cThere are many different ways to lead, but regardless of the type of business or geography, we believe that the\u00a0<a href=\"https:\/\/www.mckinsey.com\/business-functions\/strategy-and-corporate-finance\/our-insights\/what-now-decisive-actions-to-emerge-stronger-in-the-next-normal\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">ten actions<\/a>\u00a0detailed here are those from which a path to emerge stronger can be found\u201d said the\u00a0<a href=\"https:\/\/www.mckinsey.com\/~\/media\/McKinsey\/Business%20Functions\/Strategy%20and%20Corporate%20Finance\/Our%20Insights\/What%20now%20decisive%20actions%20to%20emerge%20stronger%20in%20the%20next%20normal\/What-now-Decisive-actions-to-emerge-stronger-in-the-next-normal.pdf\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">article<\/a>:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-7cc2f61 elementor-widget elementor-widget-heading\" data-id=\"7cc2f61\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Let me briefly comment on three of these actions.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-ce29736 elementor-widget elementor-widget-heading\" data-id=\"ce29736\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\"><em>The recovery will be digital<\/em><\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-68e4058 elementor-widget elementor-widget-text-editor\" data-id=\"68e4058\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Digital infrastructures and applications\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2020\/05\/an-increasingly-digital-new-normal.html\" target=\"_blank\" rel=\"noreferrer noopener\">have kept<\/a>\u00a0firms and economies operating during the pandemic.\u00a0\u00a0A\u00a0<a href=\"https:\/\/www.mckinsey.com\/~\/media\/mckinsey\/business%20functions\/mckinsey%20digital\/our%20insights\/twenty-five%20years%20of%20digitization%20ten%20insights%20into%20how%20to%20play%20it%20right\/mgi-briefing-note-twenty-five-years-of-digitization-may-2019.ashx\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">2019 study<\/a>\u00a0found that the average digitization level across all industry sectors was only around 25% of their ultimate potential.\u00a0 The pandemic has now made the case for accelerating the digital transformations they were forced to make to help them cope with the crisis.<\/p>\n\n<p>For years, companies and industries found all kinds of reasons not to embrace telemedicine, online learning, work from home, virtual meetings and other online applications.&nbsp;&nbsp;But,&nbsp;<em>necessity is the mother of invention.<\/em>&nbsp;&nbsp;We\u2019ve been finding that not only do these digital applications work remarkably well, but they offer a number of important benefits, like not waiting for a doctor\u2019s appointment in a room full of sick people, or not having to travel to participate in a 45 minute meeting.<\/p>\n\n<p>Physical products and services have evolved and been perfected over many, many years.&nbsp;&nbsp;A straightforward digital recreation of a physical offering will generally result in a much inferior user experience.&nbsp;&nbsp;Instead, the offering must be reinvented for the digital world.&nbsp;&nbsp;In the coming years, we can expect superior user experiences and other innovations&nbsp;across many online applications.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-399af65 elementor-widget elementor-widget-heading\" data-id=\"399af65\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\"><em>Reimagine the post-pandemic workforce<\/em><\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-e1c3489 elementor-widget elementor-widget-text-editor\" data-id=\"e1c3489\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>The Covid crisis\u00a0<a href=\"https:\/\/www.nytimes.com\/interactive\/2020\/06\/09\/magazine\/remote-work-covid.html\" target=\"_blank\" rel=\"noreferrer noopener\">has forced<\/a>\u00a0white-collar America to reconsider nearly every aspect of office life.\u00a0\u00a0Before the pandemic,\u00a0<a href=\"https:\/\/www.brynjolfsson.com\/remotework\/\" target=\"_blank\" rel=\"noreferrer noopener\">around 10 &#8211; 15%<\/a>\u00a0of workers were already working from home on any given day, but once the pandemic took off earlier this year, companies had to close their offices and ask nearly all their employees to work from home.\u00a0 Generally,\u00a0companies have been quite pleased with how well remote working has gone, given that the change had to happen on short notice and with little preparation.<\/p>\n\n<p>Working from home may well have succeeded during the pandemic because it was viewed as temporary rather than permanent.\u00a0\u00a0It worked particularly well for groups that had already built up a reservoir of social capital through countless hours of meetings, informal conversations and other social interactions.\u00a0 But, corporate cultures\u00a0<a href=\"https:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/reimagining-the-office-and-work-life-after-covid-19?cid=other-eml-alt-mip-mck&amp;hlkid=c1c37be64d6a4d0c93bf10ceb7618e47&amp;hctky=2259579&amp;hdpid=4256de30-f942-4b45-948f-9a5d81ac6e68\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">could erode<\/a>\u00a0over time with mostly remote interactions.\u00a0 Newer employees, in particular, may feel isolated rather than part of\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2013\/09\/the-firm-as-a-large-complex-extended-family.html\" target=\"_blank\" rel=\"noreferrer noopener\">a kind of workplace extended family<\/a>.<\/p>\n\n<p>It\u2019s difficult to judge whether the surge in remote work will last, but it\u2019s likely that office work will never be the same.\u00a0\u00a0Companies should\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2020\/07\/remote-work-is-surprisingly-productive-but-can-have-downsides-.html\" target=\"_blank\" rel=\"noreferrer noopener\">redefine what the workplace<\/a>\u00a0now means and how to best organize a more distributed, remote workforce.\u00a0\u00a0They should carefully examine what has worked well and what has not.\u00a0\u00a0Some previous practices now seem to have been wastes of time, but others seem to be particularly important and impossible to replicate online.\u00a0\u00a0Many miss the good-old pre-pandemic days when you could bump into colleagues over lunch or coffee.<\/p>\n\n<p>Properly organized, remote work could contribute to building a more diverse, more capable, and happier workforce, helping companies draw on a much wider talent pool, making work more accessible for people with disabilities, and offering much needed flexibility to parents and&nbsp;&nbsp;caregivers. &nbsp;And, beyond increasing the productivity and job satisfaction of their employees, another attraction for employers is shrinking real estate costs.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-bcb5d41 elementor-widget elementor-widget-heading\" data-id=\"bcb5d41\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h3 class=\"elementor-heading-title elementor-size-default\"><em>Make purpose part of everything<\/em><\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-aba700a elementor-widget elementor-widget-text-editor\" data-id=\"aba700a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>In September of 1997, the\u00a0<a href=\"https:\/\/www.businessroundtable.org\/\" target=\"_blank\" rel=\"noreferrer noopener\">Business Roundtable<\/a>\u00a0(BRT), &#8211; an association of CEOs of major US companies, &#8211; issued a\u00a0<a href=\"http:\/\/www.ralphgomory.com\/wp-content\/uploads\/2018\/05\/Business-Roundtable-1997.pdf\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">Statement on Corporate Governance<\/a>\u00a0which argued that \u201cthe paramount duty of management and of boards of directors is to the corporation\u2019s stockholders; the interests of other stakeholders are relevant as a derivative of the duty to stockholders.\u201d<\/p>\n\n<p>But things\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2010\/04\/economics-after-the-crisis.html\" target=\"_blank\" rel=\"noreferrer noopener\">started to change<\/a>\u00a0after the 2008\u00a0<a href=\"https:\/\/en.wikipedia.org\/wiki\/Global_financial_crisis_of_2008\" target=\"_blank\" rel=\"noreferrer noopener\">financial crisis<\/a>.\u00a0 In August of 2019, the BRT released an\u00a0<a href=\"https:\/\/www.businessroundtable.org\/business-roundtable-redefines-the-purpose-of-a-corporation-to-promote-an-economy-that-serves-all-americans\" target=\"_blank\" rel=\"noreferrer noopener\">updated statement<\/a>\u00a0on the\u00a0<a href=\"https:\/\/opportunity.businessroundtable.org\/ourcommitment\/\" target=\"_blank\" rel=\"noreferrer noopener\">Purpose of a Corporation<\/a>, which overturned it\u2019s 22-year old commitment to shareholder primacy to now emphasize a \u201cCommitment to All Stakeholders\u201d and to \u201cAn Economy that Serves All Americans.\u201d\u00a0\u00a0This\u00a0<a href=\"https:\/\/en.wikipedia.org\/wiki\/Business_Roundtable#Purpose_of_a_Corporation\" target=\"_blank\" rel=\"noreferrer noopener\">new statement<\/a>, originally signed by almost 200 CEOs, now places shareholder interests on the same level as the interests of all its other stakeholders, including customers, employees, suppliers, and communities.<\/p>\n\n<p>Corporations clearly have fundamental responsibilities to make money and reward their investors.\u00a0\u00a0But, successful companies\u00a0<a href=\"https:\/\/blog.irvingwb.com\/blog\/2020\/11\/what-is-the-social-responsibility-of-business.html\" rel=\"noopener\">serve more<\/a>\u00a0than just the bottom line.\u00a0 As McKinsey\u00a0<a href=\"https:\/\/www.mckinsey.com\/featured-insights\/leadership\/the-ceo-moment-leadership-for-a-new-era#\" target=\"_blank\" rel=\"noreferrer noopener\" class=\"broken_link\">points out<\/a>,\u00a0\u201cThe pandemic has brought this issue to the fore in powerful ways, prompting many CEOs to gut check what they really believe and take action accordingly\u2026\u00a0 Repeatedly during COVID-19, CEOs have found themselves consulting and coordinating with governments, suppliers, partners, employees.\u00a0 They have been experiencing multistakeholder capitalism in a more visceral way than ever before.\u201d\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>How to emerge stronger in the post-pandemic new normal.  How can a company, &#8211; regardless of size or industry, &#8211; formulate a rebuilding strategy for the longer term in such an uncertain environment?<\/p>\n","protected":false},"author":612,"featured_media":17076,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[182],"tags":[373,384,1256,1257,352],"ppma_author":[3320],"class_list":["post-22566","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-future-of-work","tag-business","tag-new-normal","tag-post-pandemic","tag-rebuilding","tag-strategy"],"authors":[{"term_id":3320,"user_id":612,"is_guest":0,"slug":"irving-wladawsky-berger","display_name":"Irving Wladawsky-Berger","avatar_url":"https:\/\/secure.gravatar.com\/avatar\/?s=96&d=mm&r=g","user_url":"","last_name":"Wladawsky-Berger","first_name":"Irving","job_title":"","description":"Irving Wladawsky-Berger, a Guest Columnist at WSJ CIO Journal, is Research Affiliate at MIT Sloan School of Management, Adjunct Professor at Imperial College, London, and Chairman Advisory Board at r4 Technologies."}],"_links":{"self":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts\/22566","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/users\/612"}],"replies":[{"embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/comments?post=22566"}],"version-history":[{"count":4,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts\/22566\/revisions"}],"predecessor-version":[{"id":32476,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/posts\/22566\/revisions\/32476"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/media\/17076"}],"wp:attachment":[{"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/media?parent=22566"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/categories?post=22566"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/tags?post=22566"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.experfy.com\/blog\/wp-json\/wp\/v2\/ppma_author?post=22566"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}