COVID-19 will have a lasting impact on the world of work – way beyond what anyone could have imagined just a couple of months ago. Leaders have learned they cannot afford to be passive and wait for the crisis to pass. Now is the time to assess how adaptable your business is and prioritize the actions needed to drive customer and employee-centered growth. In this quick webinar, we'll discuss: *How changing expectations from customers and employees are forcing organizations to change *How to shrink the time from recovery to momentum and growth using our proprietary research, Liquid Change *How to get leaders aligned and thinking about the long term future of your organization

1. Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
FROM CRISIS TO MOMENTUM
The Future of Work
Webinar Series
ASSESS AND PRIORITIZE
Proprietary and Confidential. Not for reproduction or distribution without prior written consent.

2. 2
Rethinking
the Future
of Work:
Five Areas
of Focus
Rethink
the
Future
Build Trust
Every
Single Day
Invest in
Leaders
Assess
and
Prioritize
Double
Down on
Culture

3. 3
Kieran Colville.
PRINCIPAL
Anika Latif.
PRINCIPAL
Hello and welcome!

4. 4
Operating as
Omnicom Group’s
global Change
Consultancy
21
YEARS
Percentage of core
Daggerwing clients
in the Fortune 500
70%
FORTUNE 500
Breadth of countries
where Daggerwing
has worked with
clients over the past
3 years
35
COUNTRIES
*2019 ALM Intelligence Vanguard report
*
4

5. 5
“Management
is doing
things right;
leadership is
doing the
right things”
– Peter Drucker

6. 6
HOW ARE YOU/
YOUR TEAMS
DELIVERING ON
CONSUMER
EXPECTATIONS?
WHAT PARTS OF YOUR
BUSINESS HAVE BEEN
SLOW TO ADAPT TO
THE CRISIS?
HOW DO YOU GET
YOUR LEADERS TO
PLAN FOR WHAT’S
COMING UP AMID
A CRISIS?
1 2 3

7. 77
HOW ARE YOU/YOUR
TEAMS DELIVERING ON
CONSUMER
EXPECTATIONS?
Question #1

8. 8
“41% of consumers say they would
turn to less familiar brands rather than
wait until a product is restocked”
– Yotpo

9. 9
Companies have been quick to see this change, and adapt
their strategies to prioritize their offerings
“
We are keeping
up with the surge
in demand by
simplifying. By
taking care of
basics and not
worrying about
all the bells and
whistles.”
– CEO, top beverage
company
“
We are studying
customer reaction
to the slimming
down of our
regular menus to
see if we should
be dropping
some items
permanently.”
– CEO, major restaurant
conglomerate
“
We are taking the
opportunity to
discontinue some
items that have
few fans or are
complicated to
produce. This is
allowing our
factories and
distribution
networks to
become more
efficient.”
– CEO, leading CPG
company
1 2 3
Meeting the consumers EVERY 'want' is taking a back seat for companies who are focusing on delivering on CORE 'needs'

10. 10
Assess what the customer
NEEDS now, and what they
will WANT in the future
Prioritize the areas you already
win to drive efficiencies TODAY
If you're not thinking about
the future NOW, you are
already behind
Responding to
changing
customer
expectations

11. 1111
WHAT PARTS OF YOUR
BUSINESS HAVE BEEN
SLOW TO ADAPT TO
THE CRISIS?
Question #2

12. 12
ZOOM SECURITY/
PRIVACY CONCERNS HIGHLIGHTED
THE FAILURE OF THE “JUST IN TIME” TOILET
PAPER MANUFACTURING PROCESS
What do you do when you’re faced with opportunities
that directly conflict with your operating model?

13. 13
Being LIQUID is an organizational state
GASEOUS
• Lacking direction
• Speed without focus
• Lack of customer insight
• Pivoting to many directions
at once
• Confused employees
SOLID
• Having an unresponsive strategy
• Bound by rules and bureaucracy
• Internally focused
• Slow to respond
• Employees disengaged
LIQUID
• Having clear purpose
• Reacting fast
• Anticipating future customer
needs
• Pivoting to a new direction
• Employees empowered
and enabled

14. 14
Being Liquid requires applying 4 capabilities
into the 5 factors of your organization
RESEARCHED
LIQUID CHANGE
CAPABILITIES DIALED-INTRANSPARENT AGILEPIONEERING
ORGANIZATIONAL
FACTORS
Strategy and
Business
Planning
Senior
Leadership
Style
Organizational
Structure
Workflow and
Accountabilities
People and
Capability

15. 15
Strategy and
Business
Planning
Senior
Leadership
Style
Organizational
Structure
Workflow and
Accountabilities
People and
Capability
DIALED-IN TRANSPARENTAGILE PIONEERING
Assessing
how Liquid your
business is today
will inform
targeted action

16. 1616
HOW DO YOU GET
YOUR LEADERS TO
PLAN FOR WHAT’S
COMING UP AMID A
CRISIS?
Question #3

17. 17
More than 50% of people miss
new details or changes to old
info when in a crisis mindset.
It’s called inattentional blindness.

18. 18
MANAGING LEADING
From Crisis Management to
Leadership Momentum
Taking a narrow view Seeing the bigger picture
Subjectivity Objectivity
Over-centralizing Aligning and joint decision-making
Focusing on operational details Focusing on people and impact
TO
TO
TO
TO

19. 19
You need a structured
approach to planning
and prioritizing

20. 20
HOW ARE YOU/
YOUR TEAMS
DELIVERING ON
CONSUMER
EXPECTATIONS?
WHAT PARTS OF YOUR
BUSINESS HAVE BEEN
SLOW TO ADAPT TO
THE CRISIS?
HOW DO YOU GET
YOUR LEADERS TO
PLAN FOR WHAT’S
COMING UP AMID
A CRISIS?
1 2 3

21. 2121
Questions?

22. 22
JOIN US IN TWO WEEKS AS WE
CONTINUE OUR RETHINKING THE FUTURE OF WORK
WEBINAR SERIES ON:
“INVESTING IN LEADERS”

23. Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
THANK YOU
Kieran Colville
CONTACT INFO
kcolville@daggerwinggroup.com
Anika Latif
alatif@daggerwinggroup.com
23