Dale Lawrence

Flex Work: The Need for a Long View in a Remote Workspace

The Need for a Long View for a Remote Workspace

By Dale Lawrence

While most leaders have adopted a plan of not bringing every employee back to the physical workplace, what is unclear is “how long?”, “how is this impacting my strategy?” and “what impact will this have on my business, partners and customers?”. Without a clear understanding of the long-term impacts of Coronavirus on society and specifically the economy, many leaders are unable to project far into the future business planning. Not only does this impact budgetary planning for capital and operating expenses, it changes how leaders look to growth, partnerships, supply chains, business improvements and customer experience initiatives.

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Beware the Lost Customer

Beware the Lost Customer



By Dale Lawrence

Operational leaders, over the past five months of COVID-19, have mostly focused on managing costs, making decisions on difficult layoffs and furloughs while trying to convince their customers to purchase goods and services. This has been a balancing act, but the customer likely has taken a back seat to the other operational needs. In a number of areas, the customer’s experience has been forgotten.
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Rethinking the Workspace

rethinking the workspace

By Dale Lawrence

As we slowly step out into the world, still mindful of Coronavirus, we need to consider that for the next 12-18 months (or much longer) our concept of daily commuting to an office, sitting at a desk, attending meetings in boardrooms and commuting back home has changed and may never return to how it was previously. While the natural reaction of most companies is to call their employees back to work, employers should be asking asking important questions: Why? Is it really safe? Are we bringing workers to the office because we want to see the employees together? Is it because we yearn for normal? Do we need to portray confidence? Or are we bringing them back because we have the physical space? None of these reasons would be wrong. It is critical to capture the business needs; however, self-reflection may open some new opportunities.
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The Financial Benefits of Having a Flex Work Environment

Reduced office capacity


By Dale Lawrence

There is ample evidence that most organizations see productivity gains when their workers are able to work in a flexible environment, whether entirely based in their home-office or flex between the office and their home. This doesn’t mean everything is rosy and the recent and sudden movement home during the pandemic saw many workers having to share workspace with their families. This wasn’t ideal but necessary. However, now that most businesses are beginning their journey to work in the new normal, it is time to evaluate one aspect that can provide real savings for your business. Flex Work as a permanent work style. There is data to prove it.
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Rapidly Evaluate Your Customer Experience During the Massive Business Disruption

rapid assessment of your business


By Dale Lawrence

Many organizations have been forced to increase their logistics to keep up with the sudden increase to online customer orders. Self-isolation during COVID-19 has caused significant problems for the economy. Businesses were not ready.

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Building Supply Chain Resilience Helps to Mitigate Global Impacts from Pandemics

Trade-Impact-from-Coronavirus

By Dale Lawrence

Every company is impacted in some way by Coronavirus and in many organizations, their supply chain experienced great challenges. After decades of supply chain integration, the wave of countries going into quarantine illustrated how interconnected we all have become. In only a few weeks, organizations around the world quickly felt the impacts from shortages of spare parts, natural resource shipments, disrupted human capital, shifting human behavior and buying patterns, gaps in information and technology, customer orders in progress and outstanding payments.
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Preparing Your Business for Another Business Interruption

business-strategy


By Dale Lawrence

While not all businesses have emerged from the current fire-fighting mode after the first shock of the Black Swan pandemic, many companies are assessing the impacts to their business and clients. While there are also some recent signs some organizations are preparing for some sort of normal, it is really the time to prepare for another disruption. As a leader, it is more important than ever to conduct Business Recovery Planning sessions, review your strategy, make adjustments and prepare for another business interruption. Coronavirus will likely hit us again and the effort to prepare is needed.
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Design Thinking with a Remote Workforce: How to Drive Process and Customer Experience Improvements During Coronavirus

tablet-of-online-workshop


By Dale Lawrence

Even during massive business disruptions, job losses and a shift in your customer’s attention, your business is still moving forward. This is not the time to stop innovating. This is not the time to give up on your customers. Many of your workers are feeling isolated and struggling to be productive and likely have far more discretionary time than ever before. It was been shown that a remote workforce starts their day earlier, can have less distractions during the workday and tends to work later than the traditional office worker.
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Adjusting Your Company to Adapt to the Post-Coronavirus Business Environment (The New Normal)

four-business-people-in-boardroom-applauding-for-success


By Dale Lawrence

Obviously, many businesses are not doing well in this major crisis. Hourly news stories of massive lay-offs, enormous supply chain disruptions, poor customer confidence and hit-and-miss political leadership adds to the human health tragedy. It is easy right now to get pulled into the mud. While many of the issues are out of our hands, there is a lot we can do. Starting with your organization. Read More...

Leading Your Business Through COVID-19: Shifted Your Teams to Remote Work, But Now What?

working-from-home-on-computer-writing-notes


By Dale Lawrence

While we all are experiencing a number of fast-moving business problems, most companies have shifted work to remote locations with little preparation. Like running out of the office at the sign of a fire, many employees didn’t take more than the basics. Hopefully the basics included a laptop and mobile device, but this may not be the case everywhere. If your company hasn’t fully assessed the business requirements for transitioning every role to remote work, you likely have gaps. Some gaps are likely hidden and serious.

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Blog Series: Before the Transformation, Enough or Too Much Information?

performance

By Dale Lawrence

The traditional model for transformation projects is to plan, build the business case, go through financial gates, estimate benefits, project plan, go through more approvals, stakeholder analysis, more approvals, assemble the team, launch project, seek more funding, start strong but then things start happening. Delays, impacts to areas of the business that were not expected, funding issues, more delays, resistance is building, watch out! Many major projects start with different project team members than they end with because the project takes too long. The perception is the business world moves fast but your business moves too slow. In reality most businesses are exactly the same.
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With Business Problems, Time is Not Your Friend

time and money

By Dale Lawrence


In most process improvement projects, when analyzing the business problem in advance of determining a solution, you typically look at a variety of data. Many Lean Six Sigma (and other methodologies) projects start out with a data collection plan and gather such things as number of defects, number of people, time duration, pass/ fail rates, length/ weight/ temperature, customer survey results etc. While each of these can lead to valuable insights to root causes and possible solutions, most projects miss a key metric… the duration for the actual project. This includes technology builds, large process transformation and relatively small LSS projects. Read More...

Driving Process Excellence in 2017

Driving Process Excellence in 2017

By Dale Lawrence

Thinking about building internal continuous improvement capabilities? Before you jump in, we can help. We have designed and trained employees for internal process teams. We can help you make your capabilities better and the employees more productive.

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