C-Suite Intelligence 30th April 2020

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

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TOP INSIGHT


 

Advice on protecting your business from fraudulent activity
 
Winmark CEO Member Cifas, the UK’s leading fraud prevention organisation, have been busy working with clients as the scale of fraudulent activity and financial crime has increased dramatically.
 
Here is a link to their guidance on how to remain vigilant, both as a business and as a member of the public, and they have also kindly shared an excellent overview of how to protect your business from scams.
 

 

 


​​​​FURTHER INSIGHTS


E-book: The guide to remote working
 
Kyocera
 
This e-book, based on guidance from experts, provides advice on all aspects of working from home, including for employers, as well as Human Resources and IT leaders.

From establishing a clear and concise working from home policy to ensuring that cybersecurity is not compromised, the guide is a comprehensive resource.

It also delves into how professionals can make the most of the situation to be as productive as possible once they are working from home, how to create the ideal workspace and how to ensure that work-life balance is maintained for employees.
 
The e-book is available here.
  The future is not what it used to be: Thoughts on the shape of the next normal
 
McKinsey & Company
 
The following elements will be important in the shaping of the next normal - and business leaders will need to come to terms with them:
  1. Distance is back: Even before COVID-19 hit, there were calls for protectionism and more restrictive immigration and visa policies. The prospect of more border restrictions; a greater preference for local over global products and services; the need for resilience across supply chains driving a move to bring sourcing closer to end markets are all possible consequences of the crisis.
  2. Resilience AND efficiency: Resiliency will be the key to survival and long-term prosperity. Supply chains built on just-in-time inventory and distributed component sourcing may have to be reconsidered, given the way many have been disrupted. The crisis has revealed weaknesses in succession plans as leaders get sick and deputies quickly need to be found across all aspects of operations.
  3. The rise of the contact-free economy: In three areas in particular - digital commerce, telemedicine, and automation - the COVID-19 pandemic could prove to be a decisive turning point. It is becoming possible to imagine a world of business in which human contact is minimized.
  4. More government intervention in the economy: There has been economic intervention on a scale that hasn’t been seen for decades. How much, how fast, and in what ways governments reduce their economic role will be one of the most important questions of the next decade.
  5. More scrutiny for business: With many businesses likely to be operating to some extent with public money, the scrutiny will be intense. There will be real effects on the relations between government and business, and between business and society. That could show itself in the form of more regulation, particularly in regard to domestic sourcing and workforce safety.
  6. Changing industry structures: Institutions may find new and enduring ways to collaborate, prompted by the regulatory and other changes that have enabled corporations to work together in order to address the current crisis.
  7. Finding the silver linings: Business leaders now have a better sense of what can, and cannot, be done outside their companies’ traditional processes. Many are beginning to appreciate the speed with which their organizations can move once they change how they do things. As businesses are forced to do more with less, many are finding better, simpler, less expensive, and faster ways to operate.  
Read here for full details.

Action to recalibrate your marketing plan
 
Forbes

CMOs need to quickly adjust this year’s strategy, not to mention rethink how they lead and deploy teams, engage with customers, and manage the brand(s), marketing activities, spend, resources and reputation.

There’s no shortage of issues to tackle, but while you’re handling the urgent ones ad-hoc, marketing leaders should take a fresh look at the marketing strategy for the rest of the year. What you need to do: 
  • Audit existing goals and planned activities. Develop hypotheses for market, and business shifts as a consequence of the pandemic.
  • Articulate how things will change for your audiences, the tactics (channels, content, programs) to reach them and the right enablers to pull it off (data, resources, tech, governance).
  • Sprint to revise the existing marketing plan through a rapid, develop and iterate process that aligns budget to target, activities, clear owners, next steps, and results measurement. 
  • Codify approach and determine cadence, process and frequency for retooling marketing plans moving forward.
  • Socialize the draft with your partners in sales, comms, product and of course, the executive suite.
For full details and a case study read here.

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