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As we face a yet to be defined future, the importance of being agile
reaches new heights as inertia becomes riskier than action.

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Reimagining the 'post-pandemic organisation' – there's work to do!
When you live in the world of change or regulation you become accustomed to seeing a business like an architect would see a building, in all its constituent parts.


Breaking it down into its individual processes, assets, suppliers, policies and responsibilities and other elements of inventory is the only way to understand and maintain its integrity and to assess the implications of change.

In recent years, the world has woken up to the importance of agility to react to the fast-changing nature of a new digital landscape.

Most organisations have decided and, in many instances, implemented in principle what is needed to get back to work safely on a basic level, but for many this is likely to be just the start. As organisations bed in new business practices that have been adopted on the fly and now turn their attention aligning these new working practices and existing operations to the demands that emerge from the unprecedented and seismic world events we are all experiencing and the evolving business challenges that that will yield.


Whilst further adjustment is inevitable for most organisation, further changes that will be required that will impact almost every corner of every organisation. Many of these decisions will want to be made and executed upon quickly when the certainty arrives, and at that point speed of execution is likely to be of the essence.

What do organisations do now as the dynamics of the new risk profile and market start to emerge?
  • New Covid-19-safe working practices need bedding in and are likely to require further improvement and an effective method of efficient continuous improvement

  • Investment profiles and change portfolios will need to be revalidated and are like to need recalibration considering new priorities and possible changing strategy

  • Cost saving measures are likely in areas of the market in which demand has been affected

  • Running costs of new working practices will need to be reviewed

  • Capacity and dependencies need to be considered

  • Outsourcing core services may be more cost effective than supporting less efficient

  • RPA is likely to be a consideration

  • Risk management reporting protocols and governance is likely to need reviewing.

  • Quicker and more effective ways of recording risks in their context is likely to be required

  • The ability for risks to be captured in the context of the source but also in the context of the department, facility or service that is responsible for remediation may for some become the best way to support dynamic requirements gathering and continuous improvement in way that traditional demand management cannot. 

So how can an organisation improve its agility, bring business innovation to market quickly and effectively whilst minimising risk and managing costs?

There are 5 simple steps:

  • Establish an information framework

  • Map to strategy and identify initiatives

  • Categorise and prioritise initiatives

  • Execute on prioritised initiatives

  • Measure success and feed back.

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Establishing an information framework will help inform the decisions that need to be made and will provide a head start in their execution thus preventing mistakes being made in the haste for action.  Much as a builder would use an architectural drawing to ensure they were constructing the framework correctly.


This will enable the business to categorise its processes, risks, assets, and suppliers more effectively.


Segregating homeworking, workplace and proximity processes will allow the business to monitor adherence to guidelines and regulation whilst at the same time facilitating the consolidation of requirements to support adherence.


Building a contextual picture of risks and requirements will enable the business to plan for the challenges and optimise work streams.


Assembling and qualifying the change portfolios in a way that they can be seen in the context of the above, of old and new strategic priorities, and of risk and regulation is something that will inevitably be required in some way and laying  the groundwork for this has to begin now.

Capturing a high level picture of business processes, the assets and application environments that support them, the policies and regulations that they are subject to and the matrix of responsibilities that can arbitrate on risk, capacity capability and requirement now will inevitably make the difficult decisions that lie ahead easier to make and execute.


Ladies and gentlemen, the solution is PRIMED – gain insight, get control.


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PRIMED assist with all of the critical elements related to change, regulation and assurance.

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