C-Suite Intelligence 4th September 2020

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Five practical solutions to support flexible teams
Bain & Company
Asked if they would like work to remain more flexible beyond the pandemic, employees say yes. This report outlines five practical solutions to support flexibility. 
  1. Ensure flexibility is flexible: Trust and empower individuals, leaders and teams to design and negotiate flexibility for themselves. Forward-thinking organisations have, for some time, empowered employees to think creatively and negotiate directly with their teams and leaders for a flexible work arrangement that works for them.
  2. Link flexibility to strategy and the customer: Flexibility enables greater organisational agility and can empower teams to identify their own ways of achieving an organisation’s strategic goals. It has highlighted the need to identify new ways of measuring organisational productivity and output, and it has required some organisations to redefine the way they reward and assess performance.
  3. Model flexibility: When board members and line managers act as role models, working flexibly themselves, they set an important example supporting a broader culture of acceptance. It signals that flexible work is a core characteristic of the organisational culture, that flexibility is possible at all levels and in all roles.
  4. Encourage and enable team flexibility: For organisations to be truly flexible, it’s not enough for individuals to embrace it; teams must, too.
  5. Support individuals to work flexibly: Provide a conducive environment for flexible work. For many individuals and teams, working from home will be a form of flexible work that suits them and fits their needs. Ensuring that individuals who work at home have the right health and safety setup, and have access to best-in-class technology and collaboration tools, will continue to be critical. In the longer term, potential savings from reduced office space could be reinvested to support individuals working remotely. 


As the internet of things (IoT) expands into the “internet of bodies” (IoB) new technology governance challenges emerge
World Economic Forum
The internet of things (IoT) is increasingly entangling with human bodies. This emergence and fast expansion of the “internet of bodies” (IoB) – the network of human bodies and data through connected sensors – while offering enormous social and health benefits, also raises new challenges of technology governance.
With an unprecedented number of sensors attached to, implanted within or ingested into human bodies to monitor, analyse and even modify human bodies and behaviour, immediate actions are needed to address the ethical and legal considerations that come with the IoB. The urgency of such actions is further brought to the forefront by the global COVID-19 pandemic, with extensive IoB technologies and data being enlisted for the surveillance and tracking of coronavirus.

Resilient leadership: sustaining for the long haul
At the beginning of the COVID-19 pandemic, many of us hoped that the upheaval and uncertainty resulting from this unprecedented crisis might be limited, with a quick return to some normality. Months later, it is clear the impact of the global pandemic will be much more extensive than anticipated.

This article on resilient leadership outlines how leaders can navigate through this crisis and steer their organisations toward recovery.
Ten building blocks for successful transformation
Once a company decides it is time to pursue a major transformation, the big question becomes how. Narrowly executed transformations can be hugely damaging to a company, eroding customer experience, depleting business capabilities, damaging employee morale, and destroying shareholder value.

Research shows that companies applying these 10 building blocks create the primary drivers of a successful transformation: inspirational leadership, execution excellence, and future capability.


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