Mobility - May 2020 - Special Covid-19 Edition - 42

One thing is clear-nothing is ever going to be
the same. Global management consulting firm
McKinsey notes that the battle against COVID-19
is the imperative of our time, and it is a battle that
our leaders must win to find an economically and
socially viable path to the next normal. Once we
have a treatment that works quickly and consistently and a vaccine that brings the illness into
check, the business environment still will not magically transform back to pre-COVID-19 practices. We
cannot operate and behave as if this were a passing
interruption-and that our work will all come rushing back the way we used to perform it once borders
reopen and restrictions are lifted. Scientists tell us
we are likely to endure future pandemics, so it is
important to set some smart processes in place for
all our next-normal events to come.
We are an industry that is accustomed to change, but
not like this. Everything around us is shifting at once,
and with shocking speed. Our global and regional economies, government regulations, duty of care, the companies with which we benchmark, our providers, our
supply chains, and our customers are all undergoing
dramatic change at once. Businesses are worried about
their employees, they are worried about their customers, and they are worried about cash-in that order.
We will find the positives in our next normal, because
sweeping and positive change often comes from a
crisis. As a recent Guardian article noted, "Any glance at
history reveals that crises and disasters have continually
set the stage for change, often for the better. The global
flu epidemic of 1918 helped create national health services in many European countries. The twinned crises of
the Great Depression and the Second World War set the
stage for the modern welfare state."
As we map out the changes to our industry, we
can prepare. Right now, we are managing distinct
scenarios as this crisis continues to unfold across
various regions and industries, and we are anticipating what various outcomes might be. These scenarios
are informative, but thinking about what will be true
across all situations while focusing on our increasingly limited resources to prepare for those conditions and opportunities will be most helpful to us as
an industry.
This crisis will require our best minds, our most
innovative thinkers, and our most effective change

42 Mobility | May 2020

agents, because this is a disruption unlike any other.
Fortunately, we have many great minds and thought
leaders in the mobility community, and they have
offered their keen perspectives for this environment
in which we are operating.
When we consider such vital questions as "What is
the next normal?" and "How will we operate going forward?" it almost seems as if we were prescient over the
last few years, because much of what was developing
will be reinforced in our next normal, such as:
* The shift to more remote work. Work is likely going
to increasingly go to the workers instead of the other
way around. We were seeing this in how companies
approached their global footprint and where they set
up centers of excellence, and now the technology that
enables distributed teams to function has been put
through unique levels of testing.
* Rising levels of nationalism. Government regulators seeking tighter border controls may increasingly and aggressively target foreign workers as
unemployment numbers rise. Both legislative and
administrative regulations and political pressure
could result in much more stringent requirements
or temporary bans on employing foreign workers.
* A more balanced view of ef´Čüciency versus resiliency. We will likely see movement from "How
efficiently can I run my supply chain?" to "How
resilient is my supply chain?"
* Reassessments in how we value risk. One thing
about this crisis is certain: It is going to change the
way people think about risk, and it is going to change
the way in which they evaluate that risk. Mobility
professionals need to scale up in this competency
and learn lessons from this crisis that inform our risk
management capabilities for the future.
* The pursuit of additional revenue by governments. Broad government spending, extended
financial relief, and business bailouts will deplete
government reserves or add to government debts.
To avoid further hardship to their own populations, governments will experience an extraordinary impetus to pursue additional revenue such as
fee increases or tougher enforcement of rules, fines,
and penalties, without raising taxes.
* Increased wellness investment. Employee experience offerings within our ecosystems have been
concentrated largely on how they engage within



Mobility - May 2020 - Special Covid-19 Edition

Table of Contents for the Digital Edition of Mobility - May 2020 - Special Covid-19 Edition

Mobility - May 2020 - Special Covid-19 Edition - Cover1
Mobility - May 2020 - Special Covid-19 Edition - Cover2
Mobility - May 2020 - Special Covid-19 Edition - 1
Mobility - May 2020 - Special Covid-19 Edition - 2
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Mobility - May 2020 - Special Covid-19 Edition - 42
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Mobility - May 2020 - Special Covid-19 Edition - Cover3
Mobility - May 2020 - Special Covid-19 Edition - Cover4
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