Here we bring you a fresh view of enterprise, with insights and analysis from the TORI team.

As we move beyond the peak of the pandemic, many organisations may be lulled into a false sense of security, where they relax their positions on some of their initial response mechanisms. However, serious consideration needs to take place to ensure that the challenges recently encountered are documented, prioritised and clear plans of action continue to be developed by both IT and the Business.

The following should be considered as part of that review: -

Managing strategy is about managing change. To effect and embed real change, you need to create solid foundations which necessitates having the organisation, people and culture to support and embrace it. As the 'new norm' fully takes shape, many leaders are formulating their strategies to combat the transformation that has been forced upon us all. As this all progresses, we will discover the difference between tolerant compliance and commitment.

As we start to think about a return to office life (whatever that looks like in the future), we challenged some of our consultants to define what changes, from a millennial's point of view, they are keen to continue when restrictions are lifted. They came back with an infographic...

The COVID-19 outbreak is pushing people and businesses to operate in new ways as we are faced with responding to unplanned and unregulated global change. As organisational leaders consider what to do in order to survive and thrive, our very culture which underpins us is in freefall and we are left wondering when to pull the parachute cord.

Our primary concern in these difficult times must always be the health and wellbeing of our families, friends and colleagues. We must all be saddened on a daily basis as we hear of the incomprehensible loss of life and the impact that every one of those losses has on those remaining whose lives they have touched.

We find the postulation of how and when this will come to an end most confusing largely because of the conflicting evidence seen from many sources. People speculate about ‘the exit plan’ and a phrase often used in conjunction with exiting is “The New Norm”.

The CEO of TORI has been in the city and worked in financial services for over 35 years.

As we eagerly await the government’s announcement on the review of restrictions and a plan for the economic restart, how would this challenge the government’s culture and ability to endure and remain cohesive in such an unprecedented time?

In a time from now we may look back and say the year of 2020 was the true beginning of the virtual communication age. The disruption that COVID19 is having within the workplace, is unprecedented and businesses need to adapt to operate efficiently…if not survive.

These are challenging times for all of us. Notwithstanding the huge human cost of the pandemic, the economic impact looks set to play a sustained part in determining the fortunes of business of all shapes and sizes for the foreseeable future.

The UK Government recently launched a £500M Future Fund to provide assistance to start-ups; in the financial services this means FinTechs, RegTechs, InsurTechs. Through the loan scheme, early-stage, high-growth companies can apply for funding to help them stay viable during the coronavirus crisis.

AS the COVID-19 pandemic continues to create havoc and to disrupt the entire fabric of society, producers are striving to step up their efforts when it comes to providing consumers with essential goods and to protect the health and well-being of communities. 

In order to achieve this, organisations are facing challenges that require extraordinary measures to ensure that essential goods continue to be produced and delivered to Health service institutions, stores and consumer doorsteps.

COVID-19 has quickly established itself as the watershed event forcing many organisations to rethink their Target Operating and Supply Chain models. For many organisations, the pandemic is stretching their capability to operate within their existing business model and challenging their supply chain flexibility to breaking point.

Operational Resilience enhances risk management capabilities to ensure a business can continue to effectively operate in the face of a crisis. Organisations must be prepared to manage incidents holistically, invoke crisis management processes and respond to events in order to minimise financial losses, regulatory impacts and client detriment.