- Organizations have had to rapidly change how they operate during the COVID-19 pandemic, shifting to remote work and digital collaboration tools. Maintaining company culture during this significant change is important for employee experience and engagement. - Companies are implementing strategies across an "influence model" with four quadrants to drive organizational change, including protecting core operations, innovating new ways of working, and motivating employees through meaning. This helps create an environment where thinking and behaviors align with needed changes. - The pandemic is accelerating the shift to digital workplaces. Both employers and employees must balance professional and personal responsibilities in remote settings. Technology and maintaining social connections between remote staff will be important for success.

1. Organizational and behaviour changes during
a pandemic and challenges after Corona Crisis
PRESENTED BY:
ANKUSH - 820002
JASWANTH -820010

2. What can be done?
 Influence model
-research based interplay of the four quadrants
-understanding and conviction
-reinforcement mechanism
-confidence and skill-building
-role modeling
 It helps create an environment in which employees are likely to change how they think
and behave, inspiring people to be fully committed to change.

3. As a real-life example, companies have been putting in place to encourage three sets of behaviors
across the influence model:
 Doing things differently
 Protecting the core
 Motivating through meaning

4. Doing things differently
 using the situation as an opportunity and innovating frequently, while
looking outside:
- Understanding and conviction- a global retailer began producing masks
and gloves
- Reinforcement with formal mechanisms- companies pivoted to weekly
Q&A sessions with all employees to source new ideas and create
accountability.
- Confidence and skill building- a global telco redeployed 1000 store
employees to inside sales and retrained them in three weeks.
- Role modelling- two large media completed a merger

5. Protecting the core and instilling speed
 Through anticipation, quick codification of knowledge, and clear roles and
responsibilities:
- Understanding and conviction- A CEO of resort chain emphasized the importance of
thinking of wages not as an expense, but as an asset to build the company
- Reinforcement with formal mechanisms- an asia based supermarket chain regularly
published updated version of guidelines to counter virus transmission
- Confidence and skill building- a major industrial factory ran at over 90% capacity with
only 40% of workforce after adapting and codifying processes
- Role modelling- Leaders of many companies have installed weekly updates with
leaders role modeling focus on protecting core operations and effective decision

6. Motivation through meaning and inspiration
- Understanding and conviction- a multinational consumer goods company
encouraged workers focused on producing cleaning supplies to think of
themselves as front line soldiers.
- Reinforcement with formal mechanisms- a hospitality company partnered with
companies expanding workforce to connect displaced team members with new
opportunities.
- Confidence and skill building-One of top 10 fortune 500 company donated $10
million to expand online learning.
- Role modelling- a multinational automakers top executives deferred between 20-
50% of salaries, while continuing to provide health insurance to employees.

7. COVID-19: Impact On Organizational
Culture
 With the ongoing COVID-19 pandemic, many organizations have to rapidly adjust their way
of working. It’s forcing a digitalization that many companies had spoken about, and perhaps
mentioned in their marketing, but are now having to implement at breakneck speed.
 The technical aspects of remote work are much easier. Everything from Google docs,
Hangouts, Zoom, and Skype for communication, as well as cloud-based process management
tools such as Jira, make life significantly easier. However, there is a difference between being
technically ready, and being culturally and emotionally ready for this new world.

8. MAINTAINING THE COMPANIES CULTURE
DURING THE TREMENDOUS CHANGE
 During times of change, and when almost from one day to the next, your workforce needs to
shift how it works, your culture will come under strain. You may have individuals and teams
working for the first time both at home, and physically separated.
 While the initial focus will, of course, be on maintaining your customer relationships and
ensuring your business can successfully navigate this new world, it’s also critically important
to consider the impact on your employees and on your culture.
 Meanwhile, we all have to understand that the current situation is like a tunnel and we don’t
know how long this tunnel is, so better we should respect the time & liberty given by the
organization and stay connected with each other through technology.

9. WORK FROM HOME IS THE “NEW
NORMAL”
 All the organizations worldwide have ordered their employees to work from home. Work from
home has become an unprecedented event or a shift in the working culture but is it working the
way the employer is expecting.
 The responsibility of bringing movement on in the work is on the shoulders of both Employer
and employee.
 Company culture, leadership, employee experience, and digital workplace experiences are now
being put to the test. The way many companies work changed overnight. Massive numbers of
workforces have gone remotely.
 Travel restrictions have gutted the ability to accomplish certain tasks. Team collaboration,
moral support and the ability of executive teams to pivot, and quickly, have seemingly never
been more paramount.

10. DAWN OF THE NEW ERA OF THE
DIGITAL WORKPLACE
 Whatever the future of digital workplaces may one day look like, it is already true to say that
people working from home face some specific challenges:
 Those who work from home or remotely from elsewhere inevitably accept that the clear
boundaries between their professional and private lives will blur. And while teleworking can
provide more freedom and flexibility, it is also associated with the need for greater personal
responsibility.
 Managers and affected employees must therefore jointly examine how the balance between
private and professional needs can be maintained – not least from the point of view of
protecting health.

11.  The potential productivity gains are offset by cultural and social challenges linked to the current
tendency toward enforced teleworking on a massive scale. Technology will play a huge part in
determining the success of the new ways of working. But it is only one part of it.
 How successfully and how efficiently digital workplaces will integrate into the culture of any
company is not primarily a matter of IT. Rather, it depends on how well the company culture is
maintained and what possibilities are offered for social interaction between employees.
 To conclude I believe that the global outbreak of COVID-19 presents a significant problem. However,
amid its volatility, uncertainty, complexity, and ambiguity lay hidden opportunities for learning,
reinvention, and evolution – at the individual, organizational and societal levels.

12. Managing an organisational and Marketing
operation challenges after Corona Crisis
COVID-19 HAS DISRUPTED OPERATIONS ON A MASSIVE SCALE,
CHALLENGING MANUFACTURERS TO ASSESS THE IMPACT AND BEST WAY
TO RESPOND QUICKLY.

13. The disruption on manufacturing caused by COVID-19 has severe
operational, social and financial consequences.
It is forcing manufacturers to rethink risk management and contingency
plans, workforce safety protocols, manufacturing operations and new ways
of working opportunities, all at the same time

14. Manage workforce safety and flexibility :
Severe workforce crunch
 With the lockdown eased in most parts of India, businesses are getting back to work.
However, they face a severe labour crunch since millions of migrant labourers went back
home. Also, the locals may not be well-suited and skilled for specific jobs. The automobile,
engineering, and textile industries may particularly feel the heat as they mostly depend on
outstation labourers. Fortunately, the state-governments are relaxing inter-state travel
restrictions and several big names in industries are arranging travel facilities to bring back
labourers

15. COVID-19 creates significant workforce availability, safety and productivity challenges.
Absenteeism may rise because of illness or reluctance and remote support may be required
due to quarantine guidelines
Develop flexible staffing levels to accommodate production ramp-ups or slowdowns.
 Optimize crewing schedules taking into account social distancing requirements and additional time to
allow workers to follow new personal health processes.
 Implement a remote working policy that balances safety and business continuity, including actions in
response to cases of confirmed COVID-19 exposure
The companies getting affected with the coronavirus outbreak include Maruthi Suzuki Automobiles , Ford
Motors Co., Samsung Electronics Co., Ltd., BASF SE, and TATA . Some of these companies are shifting
their production facility another place with less COVID-19 epidemic.
For example in March 2020, Samsung Electronics Co., Ltd. declared to shift some portion of its domestic
production of smartphones to Vietnam coupled the fastest growth in the spread of coronavirus in South
Korea. This aims to minimize the potential effect of coronavirus on its smartphone manufacturing operations.

16. The small businesses may have more challenges than the big setups. The differential offerings
in technology may give an advantage to the companies. The economic package announced by
Indian Govt. to support the small businesses, banking sector, and support for the poor citizens of
the country may prove to be the facilitator to some extent
The impact of Covid-19 may be heavier than the 1929 depression era,
the unemployment rate has gone to around 30% as per CMIE report in India and this
may grow in the absence of successful revival of businesses. The betterment of the
businesses may lead to the recovery of the Indian economy


17. Manage risks to ensure business continuity:
The coronavirus crisis has dramatically increased risk for every business, with many
experiencing shocks in both supply and demand. Manufacturing plants are at the center of that
uncertainty, and their continued operation through the crisis and
 Rebalance physical production network assets
 Analyse the demand, workforce and ecosystem to identify critical facilities, equipment and
processes.
 Conduct a network analysis of critical and non-critical assets to develop right-sizing
hypotheses
 Balance asset decisions against longer-term needs to increase future flexibility

18. Marketing Challenges:
However, after the outbreak of coronavirus, the global FDI inflows has witnessed a sharp
decline
As per the estimation by United Nations Conference on Trade and Development
(UNCTAD), the COVID-19 outbreak could cause global FDI to shrink by 5%-15%, due to
the downfall in manufacturing sector coupled with factory shutdown with negative effects
of COVID-19
E-commerce and digital experiences are major priorities after
lock-down

19. As stay-at-home orders have reverberated around the globe, an optimized digital experience
has been key for many brands to still function and serve customers. Even after stay-at-home
orders are lifted in many places, customers may choose to shop remotely more often
Budget cuts
 While some marketing departments are having to make budget cuts across the world, this is of course
nothing new.
 Experienced marketers have likely dealt with budget cuts several times in their careers. Economies have
always been cyclical, and budgets tend to get cut in a downturn. Even in a good economy

20. Traditional processes of Marketing have
broken down
- The move to digital

21. Conclusion
 As we move into a state of reimagining culture in light of covid-19, the influence model
can be powerful and practical framework to ensure leaders are driving change
holistically.
 The power of framework lies in driving change across all four quadrants, consistently.
 While the need to do things differently, protect the core, and motivate through meaning
are the focus of leading companies now, the influence model should be considered and
enduring staple of organizations change management approach.

22. THANK YOU