Resilience And Reinvention

David Robinson

The recent pandemic has disrupted almost every sector on a global scale. We are suddenly in a world where auto makers are building healthcare equipment and luxury goods makers are producing hand sanitizer. Most organizations have been forced into sudden survival mode and challenged to adjust to continually unpredictable dynamics. Mass disruption has led to rapid abandonment of established sales targets, marketing strategies, and predictions about how quarterly numbers might pan out.

The current situation has had inconsistent cascading effects on nearly every industry. While some businesses have shut down completely, others are trying to keep up with rapidly changing demands, and those left somewhere in the middle are attempting major adjustments to operations to adapt to uncertain and shifting environments.

Organizations with robust systems in place have a better chance of weathering the storm, and those that are intelligent enterprises are not only more resilient but able to come out of this crisis seizing opportunities that others either could not see or could not execute on.

Resilient leaders make the right decisions quickly, and adapt

Streamlined leadership is crucial during this turbulent time. Business leaders need to ensure that decision makers have the right data, at the right time, to quickly identify shifting priorities and tackle business continuity risks across value chains, such as supply chain disruptions, inconsistent customer demand, employee productivity challenges, and systems resilience.

Systems resilience is based on a system’s ability to operate during a major disruption or crisis with minimal impact on critical business processes and operations. This means preventing, mitigating, or recovering from technology issues within system architecture, networks, software applications, data, cloud connections, and infrastructure. That’s why CIOs and IT leaders play a key role in ensuring businesses can continue to operate during a crisis.

Resilience of business systems and processes

As the impact of the pandemic intensifies, business systems are tested more than ever before. Regardless of what industry – travel, retail, healthcare, manufacturing, technology, or any of the other global industries – all sectors have been impacted in some way, and all businesses must adapt. This means adapting to the current challenges, which could last weeks or months, as well as adjusting to what comes next: a period of recovery that could last months, or even years.

You need to ensure that your systems are resilient enough to maintain your business in this unpredictable environment and support the reinvention of your organization as we move beyond the current crisis.

It is as important as ever to have insight, agility, and control over your operations in order to understand what changes are necessary and make the right decisions on how to apply resources, and how to take action to get the best possible outcomes during challenging times. To help you do this, key technology solutions can be used tactically to help keep supply chains and products moving, control spending, and help your business navigate a path toward recovery.

Emerging stronger

There are lessons to be learned and applied in the current disruption to emerge stronger. How well you navigate this crisis will determine how resilient your organization is when we move beyond the pandemic and define the next normal.

Lay a strong, yet agile, foundation for your organization with the insight and practical strategies shared on this exclusive LinkedIn Live event. Tune in to the SAP Technology LinkedIn channel at 11:00 a.m. EDT / 8:00 a.m. PDT on Wednesday, June 3, to hear David Robinson, senior vice president of Customer Success at SAP, chats with Nathaniel Crook, vice president of Global and Strategic Accounts at Microsoft, and Emma McGuigan, senior  managing director at Accenture Technology.

David Robinson

About David Robinson

David Robinson is Senior Vice President and Managing Director of the Customer Success Office at SAP. He has more than 25 years of experience identifying challenges, developing strategies, and implementing best practices to build high-performing, high-growth organizations. With a bias toward entrepreneurship, David is currently focused on fostering a culture of design thinking and innovation within the large enterprise technology market. He is always seeking out opportunities to challenge the status quo and believes that large enterprise technology providers can – and must – achieve sustainable relevance through a culture of innovation.