This document discusses how businesses can reimagine their workplaces in the post-Covid era. It notes that the pandemic has caused major disruptions and that the world may look very different after Covid-19. The document outlines challenges around returning employees to work safely and stabilizing supply chains. It suggests that remote work and virtualization will become more mainstream. Businesses may need to focus on outcomes over hierarchy and form network teams. New roles around health, safety, and compliance will also emerge. Companies will need to build skills like adaptability, systems thinking, and empathy to survive the ongoing changes.

1. Reimagining the Workplace
Post Covid-19 –
Structure, Roles, Practices and Competencies.
29th April, 2020

2. Businesses are grappling with increasingly complex
issues
Covid-19
Initial issues
Economic
Recessions
Return to
Work
A new normal
• How do I protect my people?
• How do I ensure transparency
with customers?
• How do I stabilize my supply
chain?
• How do I ensure working
capital?
We are in the middle
of the biggest demand
drawdown since WW2
– How do we survive?
Will we be in this
situation for weeks or
months?
What will return to
work really look like,
and how can I do it
without endangering
my people?
This kind of sea- change,
for this long a time, will
mean that the world post
COVID-19 could look very
different than the world
before it
Do we know the big
changes, and what it
means?
Business
Continuity
preparation
BAU
issues,
Slowdown

3. Speakers
1
Dr Garima Sharma
Asst Professor, Strategic
Management
@University of New Mexico
Garima Sharma is an Assistant Professor at the Anderson
School of Management, University of New Mexico. She
obtained her PhD from Case Western Reserve University in
Corporate Sustainability followed by a Postdoc from Ivey
Business School, Canada. Her research focuses on sustainability
and related tension of purpose and profits. She teaches
Strategic Management, Managerial Ethics and Decision Making.
Reetu Raina
CHRO
@Quick Heal Technologies
Reetu is currently CHRO of Quick Heal Technologies
and has held various leadership roles her like Sterlite
Technologies as Head of HR for Network Software.
Prior to Sterlite Reetu was leading the talent
management function in Amdocs for Asia Pacific. She
was recognized in Amdocs and Sterlite for leading the
HR transformation and creating future ready structures.
Reetu holds MBA degree with specialization in Human
Resources from University of Pune and Executive
Leadership from ISB, Hyderabad.

4. • This is in webinar mode so all attendees are muted.
• Please use the Q&A section to submit your questions. Your question will be
visible only to you and the host.
• Panelists will speak for 40 mins on the topic followed by Q&A. Please keep
adding your questions during the session. The host will ask the questions on
your behalf at the end of 40 mins.
• The session is being recorded and the recording will be sent to all attendees.
• In case of any internet interruptions, we have planned backups. Please be
patient.
Social Rules
2

5. As we prepare for the ‘new normal’, do you see any
lasting impact on how businesses operate?
Will Covid-19 fundamentally alter how we continue to
work?
5

6. This massive challenge can bring meaningful change and unique opportunities
• Pandemic has shown us that social and environmental issues are business issues
• Changed Consumer Behavior
• Digital consumption
• Limited travel
• Focus on health, safety & fitness
• Multiskilling & Automation
• Business Agility- Ability to change operating model
• Ambidexterity
• Virtualization
• Business Continuity & Security
• Scenario based Planning
• Focus on Employee Health, Safety & Wellbeing
• Cybersecurity
• Gated Globalization
To Summarize
6

7. 7
Specifically, when it comes to organizational structures
and roles, what are some of the trends that we should
prepare for?

8. • Mainstreaming of remote work
• Work from home , Borderless
Working
• Gig work
• Outcome Driven Structures
• Less hierarchy
• Network of Teams
• Emerging roles in the area of
• Health & Safety
• Compliance
To Summarize
8
Source: Team of teams by General McChrystal

9. • Factory worker safety
• Staggered working shifts, arrival times and lunch
breaks;
• Workers sit spaced out and facing the same direction
during lunch to reduce risk of infection
• Temperature screening and sanitizers;
• Physical distancing seating arrangements;
• Worker space decontamination;
• Required to issue personal protective equipment to all
workers;
• Wear masks at all times
• Maximize worker availability
• Cover costs for travel/relocation for dislocated workers
returning to work (with 14-day quarantine for those
returning from high risk provinces);
• Flexible work hours; proactive assessment of worker
health codes (green/yellow/red)
• Inbound supply
• Suppliers, manufacturers, and customers have shared
resources proactively, given mutual dependence
including PPE (masks, disinfectants), idle
transportation asset, and personnel;
• Manufacturers have simplified offerings to high
running items, shifting focus to locally supplied SKUs,
and key input suppliers are more closely tracked
Examples of protocols in manufacturing sector in
China
Source: Interviews with plant managers in China on March 21-24, 2020 conducted by McKinsey
9
• Logistics
• Change in operating model, including running
multiple drivers per truck asset with staggered timings
to fully utilize asset
• Segregation of drivers, transfer points, and
rest/cleaning checkpoints
• Non- manufacturing function
• Implemented work-from-home accommodations to
roles that are able to;
• Flexible work schedules and teleworking;
• Staggered work times to ensure availability of
research spaces while maintaining physical distancing

10. 1
What are some of the innovative organizational
practices that will help employees adapt and change ?

11. ySource:- Mountain Goat SOftware
11

12. • Business Reset
• Start with Kindness & Communication
• Self Managed teams
• Holacracy
• Redefined jobs*
• Work Portability
• Talent Exchange Programs
To Summarize
12
Source: HBR Covid-19 coverage

13. 1
Do you see any differentiating competencies that
companies should focus on building , to survive as well
as succeed?

14. Miron-Spektor et al. 2017. Microfoundations of organizational paradox.
https://journals.aom.org/doi/10.5465/amj.2016.0594.summary

15. • Behavioral Competencies
• Systems thinking
• Paradoxical mindset
• Adaptability
• Communicating with Empathy
• The evolution of technology is famously hard to predict. Some of the skills
that still being hired even during slowdown are
• Cloud Mobility
• Network Management
• IT security
• Content Writing
• Product Design skills
To Summarize
15

16. Product Design Innovation
16
Source: Avio interiors, Future of flying
Source: Vormax, Self cleaning toilets
Source: Gofundme, Face masks of hearing impaired

17. 1
7
What is the single most
important advice that you
would like to give to the
audience ?

18. Resetting the Compass
Communication (3)
Commitment (1)
Competence(2)Reset

19. 19
Think of time as the ‘long present’
Benjamin Zander giving a TED talk about the transformative power of
music.

20. AUDIENCE QUESTIONS
2
0

21. Thank you for joining us. You can send your feedback
or any answered questions or comments to
info@peoplewizconsulting.com.
PeopleWiz Consulting LLP
2nd Floor, #139,1st Cross, 5th
Block, Koramangala,
Bengaluru 560095
Ph: +91-9158659590
Bengaluru
PeopleWiz Consulting Pte Ltd
100 Tras Street #16-01 100
AM
Singapore 079027
Ph: +65- 94241299
Singapore
PeopleWiz Consulting LLP
4, Gold Field Plaza, Opp Wadia
College, Bund Garden Road,
Pune 411001
Ph:+91-9158999264
Pune (HQ)
We are just a click away
www.peoplewizconsulting.com
info@peoplewizconsulting.com