C-Suite Intelligence 15th July 2020

Winmark's C-Suite Intelligence service provides news, content and research to help leaders across all C-Suite functions address the exceptional challenges they are facing.

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What should be done with half-empty buildings?
Harvard business Review
Here are some steps that policymakers and public officials - along with multidisciplinary teams of finance, human resources and technology - should take in order to begin leveraging the untapped potential of unused buildings and property. 
  1. Analyse current and future requirements.
  2. Rethink your assumptions.
  3. Identify surplus properties.
  4. Segment surplus properties
  5. Determine the property’s potential value
  6. Develop a transition strategy
  7. Communicate the transformation process 
Articulating clear goals will help organisations engage the right expertise, evaluate interested parties, and decide what role central agencies will play in working with developers or investors.


Report examining changing global consumer behaviour
PwC’s 11th Global Consumer Insights Survey polled city dwellers on their purchasing behaviour in two separate studies, one before and one after the coronavirus outbreak. The research is pointing to an increased desire among citizens for transparency, sustainability, cleanliness, community living and social consciousness.
Key takeaways for business include:
  • Invest in the talent, research and digital tools needed to address traditional consumer pain points
  • Develop new, sustainable products and services
  • Work closely with stakeholders, such as NGOs, the media, trade associations and academia
  • Establish greater transparency across supply chains
  • Find new supply chain partners that suit shifting consumer demands
  • Train staff to provide a consistent service in line with the brand/offer
Cybersecurity road map for the next normal
McKinsey & Company
CIOs and CISOs should consider three factors in setting security plans: 
  1. Opportunities. The cybersecurity opportunity will be determined by the transformation in the cyber-risk appetite triggered by crisis-driven business change (such as remote work and increased customer traffic).
  2. Parameters. Companies will have to set limits, prioritising essential security initiatives and connecting the priorities with available resources.
  3. Timing. Cybersecurity leaders should clearly articulate time frames for all cyber efforts, balancing quick wins to reduce immediate operational risk with longer-term efforts that account for strategic shifts in the business portfolio.
VR training enters the mainstream
While initially making a big splash in consumer activities like gaming, virtual reality (VR) is now moving into the enterprise mainstream. That movement has been accelerated by COVID-19 and the need for social distancing.
Recent research from PwC shows that employees trained using VR: 
  • Completed training up to four times faster than classroom courses.
  • Demonstrated higher confidence in applying what they learned.
  • Had a stronger emotional connection to the content.
  • Were more focused.
VR can be more cost-effective at scale. PwC identified parity in costs with classroom training at 375 learners and cost parity with e-learning at 1,950 learners.

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