|Workforce||How do we deliver product/services – in person?||1-Identify roles that are business critical to remain in person
2-Identify roles that can be temporarily suspended
3-Identify and convert other business necessary roles into remote capable
4-Overlay necessary employee safety modifications and additional IT infrastructure as needed
|1- Determine if business critical roles move to remote capable over time
2- Identify additional support/training required for employees working in new processes
3-Identify new tools (IT and others) to assist and consider changes to performance review/coaching processes
|1-Consider delivery of products and services without significant in-person interaction
2-How does this positively or negatively impact employee experience?
3-Identify areas to maintain the new normal and not resort back to previous processes
|How does our volume impact our headcount?||1-Assess the FTE needs to deliver using multiple % of current volume (25%, 50%, 75%)
2-Identify if excess headcount can be redeployed in other parts of business
3-Consider alternate arrangements – furloughs, reduced work schedules
4-Evaluate emergency government support plans and impacts to employee benefits/welfare plans
|1-Develop a employee ramp-up plan for return to increased volumes
2-Identify additional support/training for employees in new or different roles
3-How do we support our employees on furlough or reduced work schedules?
|1-How can we change or create new roles to make employees more cross-functional?
2-How do we create an employee career path that is more diversified or has opportunties to advance into other parts of the business?
3-How do we empower employees to reimagine their role in the company?
|Does our business require the mobilty of our employees?||1-Identify employee travel requirements and restrictions
2-Reassess business needs for travel and consider alternative arragements (Video/Conference calls)
3-Consider changes to employee compensation arrangements based on commisions which require covering large geographies
|1-Assess impact of lack of travel on performance metrics – positive/negative
2-Consider alternative performance metrics based on new processes and expectations
3-Assess impact of lack of travel on customer and employee satisfaction
|1-Consider broader changes to these highly mobile roles based on a non-mobile experience
2-Could staggered or other alternative travel schedules improve both employee engagement and retention and customer satisfaction?
|How productive can our workforce be remote?||1-Identify process changes needed to work remotely
2-Clearly define roles and expectations
3-Ensure IT infrastructure and capacity exists to handle larger remote workforce
4-Establish new communication protocols/processes for managing remote teams
|1-Develop a plan to capture input from employees on how to improve expereince and efficiency
2-Develop a plan to continue to have teams engage socially and with live interacton (video)
3-Increase frequency and diverstiy of touchpoints and feedback from team leaders
|1-Consider what your current metrics are for a high-performing productive employee are – have there been myth-busting changes in those metrics/criteria?
2-Consider how this might change what your idea of an ideal workforce looks like – do you make changes in your recruiting process to be open to broader scope of candidates?
|Customers||How do we meet customers’ needs and get product or services to them?||1-Review your supply chain and distribution channels. Identify likely disruption points
2-Identify potential solutions for broken or disrupted chain
3-Develop a communication strategy for impacted customers – re-level expectations on changes to delivery methods and timing
|1-Re-evaluate customer delivery approach
2-Consider how technology can be utilized to modify customer experience
3-Develop mechinisms to track “new” customer experience
|1-Review what your value proposition is to your customer – did your customers agree?
2-Reconsider where you say you differentiate yourself from competition — did that hold true during this adversity?
3-Are the customers you have, the customers you are targeting/should be targeting?
|How does demand for our product change?||1-Update material & demand planning, model multiple scenarios
2-Consider impact on current finished inventory or service capacity, consider options to create demand to move existing stock faster (discounting, other outlets) and/or stockpile inputs
|1-Consider ways to increase frequency and efficiency of production planning cycle to more quickly adapt to volitility
2-Consider ways to increase engagement with your customers and suppliers to facilitate greater partnership and transparency to mutual challenges
3-Consider alternative uses of exisitng products /services or unused capactiy
|1-How nimble is your supply chain? How strong are your relationships? Could you adapt quickly to the volitility — what needs to change?
2-Is your data and the processes through which you see your data good enough to make timely decisions – where did it breakdown?
|Where does our product get made, how centrally managed is it, and what is our control over it?||1-Review your contractual obligations or purchase commitments based upon your ability to control supply and output (how outsourced are you?)
2-Develop plan for remote management – increase plant interaction & reporting.
3-Consider how IT infrastruture and security and physical security measures need to change
|1-Consider contracts and potential opportunities to flex or renegotiate terms
2-Reassess business continuity plan – does it fit for COVID-19 challenges?
3-Consider development of dedicated operations response team
|1-Re-evaluate in-source vs. outsource choices. Are there was to mitigate future risk of either choice?
2-Are you close enough to how, where, & when your products are made or services delivered to effectively manage it? How could techonolgy close the gap?
|How much volume can we produce or deliver?||1-Identify new capacity targets given restraints based on disruptions up and downstream
2-Develop a communication plan to reset expectations on future production
3-Consider how you can assist or create alternatives to fill customer’s new gaps
|1-Develop a plan to ramp-up for when volumes return
2-Review how you commincate with customer regarding current and future status
3-Consider how you continue to attract new customers with depressed volumes
|1-Are there new suppliers/customers we need to identify and add in order to reduce volitility?
2-How flexible is our production capacity to produce across our entire product/service portfolio?
3-How can I get better data to analyze/stress test thesetypes risks to my organization before they happen?
|Shareholders/Creditors||What was our cash need to handle our current operations?||1-Identify current sources of cash in the very near term
2-Understand current run rate to meet current business commitments
3-Prioritize all sources and uses of cash
|1-Develop robust short-term cash flow projections – 30, 60, 90 days. Develop new processes to increase discipline where needed
2-Create action plan within the organization around maintaining/increasing cash
|1-Do you regularly update your cash flow needs? How good is your model?
2-Can you quickly evaluate multiple scenerios?
3-Do you know what your mission critical spending is?
|How much cash do I expect to generate based on expected volume changes?||1-Adjust your current forecasting models
2-Determine volume levels which trigger defined financing/cash saving/other decision-time actions
|1-Work with ops/sales to identify opportunities to move product/services faster-promotions/discounts/rebates
2-Develop a strategy with suppliers and other vendors to change payment terms or defer payments
|1-How closely linked are financial forecasting and production planning?
2-Do you know what products/services generate the most profitability?
3-How long does it take you to determine? Is is fast enough to quickly adapt?
|How much flexibilty do you have to access new sources of financing?||1-Review your current bank agreements – examine covenants
2-Determine current capacity in exsiting financing arrangments
3- Talk to your exisitng financing partners about expanded financing or alternative financing based upon updated forecasting
|1-Review all government funding programs and consider in combination with traditional and non-traditional financing options
2-Consider alternative ways to increase cash – delayed spending/tax planning/others
3-Schedule more frequent interactions with lenders, consider developing new short-term metrics
|1-How do you determine your financing arrangments and relationships?
2-How do you decide how much capacity you need?Is it just based on what someone will lend you?
3-Does it meet the demands of your strategic plan?
|How can you change your investment resources allocation?||1-Evaluate all current projects
2-Determine ability to expand working capital through delayed project/capex spending
3-Prioritze projects based on critical business framework
|1-Consider prioritizing projects/revenue programs that come with a quicker take-off and slowing longer-term projects as needed
2-Develop a clear alignment of projects and potential projects to strategy plan – ensure funding for only projects that are aligned
|1- Do you have a roboust project approval/alignment plan? Is it strategically aligned?
2-Why are certain projects pursued and others declined?
3-What data are you using to make those decisions?
|Community||What is our current positioning in the community?||1-Identify your key community relationships (business, charitable, governmental)
2-Identify key areas where your business needs help or can provide help/guidance/input
|1-Evaluate ways to drive ethical/moral decision making in the business community
2-Consider ways to be a standard setter to protect community stakeholders
|1-How was your position in the community prior to the crisis, an asset or liability?
2-Did other businesses with a better position fare better? What needs to change to your brand in the community?
|How do the business changes we have to make impact our community brand?||1-Consider brand/community impact of business decisions
2-Develop a communication plan for setting expectations
|1-Consider new metrics for measuring company impact
2-Consider ways to increase frequency of communication with community to track their changing needs
|1-How are you measuring the impact your community has on your bottom line – could you? should you?
2-Do you think of your community as a key stakeholder of your business – where do you prioritize it? How does this crisis change that priority?
|Where and how do we make our community investments – time, treasure, focus?||1-Identify areas of significant investment in the community across the spectrum
2-Consider ongoing commitments to continue to fund, support, give time
|1-Consider ways to increase internal mobilization around impacting community
2-Consider developing community response teams and how employees unable to remote work can be utilized to assist in the community instead of the business
|1-Are you focused on the right things in the community?
2-How did you choose what to invest in the community? Is it consistent with your purpose as an organization? Does it matter?
|How can we continue to positively impact our communities?||1-Identify alternative ways to continue to impact community given new restricitions and new business situation
2-Rebalance portfolio of investment across time, treasure, focus to fit current new normal
|1-Develop teams/structure to continue to provide volunteer opportunities during this time
2- Partner with organziations to co-develop solutions to rethink how you can be impactful
|1-Does your organization spend enough time impacting the community? How do you determine the right amount?
2- How are you making that decision? With what data and through what lens?