BBA3813 Name:- Nimesh Bista

BBA LC:-00023000174
Strategic management
Six semester
1. How do you examine the implications of the COVID-19 pandemic on
businesses globally?

Pandemics top national risk-management frameworks in many countries. For example,

pandemic influenza tops the natural hazards matrix and emerging infectious diseases
are tagged as of considerable concern. Seen as a medical problem, each outbreak of a
potentially dangerous infection prompts authorities to ask a rational set of questions
and dust off the menu of response options that can be implemented as needed in a
phased manner.

Reality, however, is generally more disruptive, as national governments and

supranational agencies balance health security, economic and social imperatives on
the back of imperfect and evolving intelligence. It’s a governance challenge that may
result in long-term consequences for communities and businesses. On top of this, they
also need to accommodate human behaviour.

 The outbreak of COVID-19 highlights cracks in global trust, the pitfalls of global
inter dependency and the challenge for global governance.
 Epidemics are both a standalone business risk and an amplifier of existing trends
and vulnerabilities.
 Businesses that invest in strategic, operational and financial resilience to
emerging global risks will be better positioned to respond and recover.

Overall, China’s GDP growth may slow by 0.5 percentage points this year, taking at
least 0.1 percentage point off global GDP growth. This will ripple through developed
and emerging markets with high dependencies on China be that in the form of trade,
tourism or investment. Some of these countries exhibit per-existing economic
frangibility have weak health systems and thus lower resilience to pandemics. Many
Asian and African countries lack surveillance, diagnostic, and hospital capacities to
identify, isolate, and treat patients during an outbreak. Weak systems anywhere are a
risk to health security everywhere, increasing the possibility of contagion and the
resulting social and economic consequences.

2. Analyze the need for businesses to focus on preparedness and responses to

epidemics.

Preparedness and response plans for MERS and poliomyelitis were in place in the
participating countries, with a high level of technical expertise available to implement
them. Nevertheless, formal evaluation of the responses to previous public health
emergencies have sometimes been limited, so lessons learned may not be reflected in
updated plans, thereby risking mistakes being repeated in future. The nature and
extent of inter-sector collaboration varied according to the sectors involved, with
those sectors that have traditionally had good collaboration (e.g. animal health and
food safety), as well as those that have a financial incentive for controlling infectious
diseases (e.g. agriculture, tourism, and air travel) seen as most likely to have
integrated public health preparedness and response plans. Although the formal
protocols for inter-sector collaboration were not always up to date, good personal

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relations were reported within the relevant professional networks, which could be
brought into play in the event of a public health emergency. Cross-border
collaboration was greatly facilitated if the neighbouring country was a fellow EU
Member State.

 Leverage crisis management team to mobilise your response efforts in the

immediate wake of the crisis - it can help as you transition into what’s next.
 Stabilise and shift focus on how to bring people back to work, assess your
organisation’s response efforts to date and identify areas for real-time course
corrections.
 Look to what organisational insights the crisis process has provided to help you
strategise and capitalise on the opportunity for event-driven transformation.

3. Examine how companies can make businesses resilient by diversifying supply

chains?

A pandemic outbreak of this magnitude has caught companies and whole industries
off guard, with a shockwave of ripple effects tearing through their supply chains and
businesses. From a consumer angle, many companies suddenly do not have a clear
demand signal as the outbreak has completely changed buying behaviors and patterns.
In numerous industries, demand has dropped substantially or moved to online
channels.The degree of supply chain resilience is typically assessed by the extent to
which value is reduced or harm is caused, and the speed with which normal
operations can be restored. At a systemic level, the concern is to what extent the
regulatory and business environments enable and provide incentives for micro-level
resilience measures. The workshop series revealed a widely held view that public
sector supply chain risk actors are predominantly focused on at-the border security as
a risk. And, as the resilience response, they focus predominantly on transparency. Too
little attention is paid to the other levers by which resilience can be encouraged or
enforced.

A pandemic outbreak of the magnitude of the coronoavirus has caught companies and
whole industries off guard, with a shockwave of ripple effects tearing through their
supply chains and businesses. Based on the developments from this pandemic,
coupled with learnings from past disruptive instances, this article offers some key
pillars to help companies build a more resilient supply chain.Shifting geopolitical, tax
and trade dynamics are testing operating models in the region. With the unexpected
now the new normal, companies must strategically rethink their supply chains to
remain agile and resilient.

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4. Create a roadmap for leaders to lead businesses through the COVID-19
pandemic.

With the reopening of the economy on the horizon, employers are looking ahead to
welcoming employees back to the traditional workplace. Business operations will
look vastly different during and after the COVID-19 pandemic. outline important
operational planning steps and actions employers can take now to successfully and
safely bring employees back to the workplace. Future posts in this series will address
many of these issues more in-depth, so be sure to stay tuned.Once sales leaders have
stabilized the immediate situation, they must turn to what it will take to sustain
momentum despite social distancing around the globe and invest to rebound in the
recovery. Companies in every industry have the opportunity to come out of the crisis
as winners. In fact, 14% of companies were able to not only accelerate growth but
also increase profitability during the past four recessions, according to a recent BCG
study.

Step 1: Designating a COVID-19 Task Force

Before any employees are brought back into the office or other physical work setting,
employers should consider assembling an operational planning team to oversee the
reopening of the workplace. Any such team or “task force” should include a
cross-section from key functions across the company, including company leadership,
human resources, operations, information technology and legal, as applicable.
Companies can also consider appointing a designated “Chief COVID-19 Officer” or a
similar leadership role, to lead the company’s efforts.
Step 2: Sourcing Protective Equipment – What Will Employers Need?
Employers will face requirements from state and local governments around providing
personal protective equipment (“PPE”) to employees. Sourcing such equipment may
prove difficult when all employers are reopening and attempting to secure materials at
the same time. In New York, employers that cannot obtain the requisite amount of
PPE for employees are encouraged to reach out directly to their jurisdiction’s
emergency management office for supplies. Employers should anticipate similar
resources soon available for other cities and states as employees return to the
workplace.
Step 3: Seeking Outside Help – Researching and Retaining the Right Experts
Prior to the COVID-19 pandemic, most employers likely did not regularly retain
outside experts on employee health and wellness, office restructuring, workplace
safety, etc. Nor do all employers have such expertise in-house. An important step for
any operational taskforce to consider is where such expertise is needed. This is also an
important step of risk assessment.

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Step 4: Bringing Back Your Workforce – Issue-Spotting and Planning Now
The final and biggest step to reopening a workplace is how to physically bring
employees back into the office. In forthcoming blog posts, we will detail strategies
and planning steps employers can implement to successfully bring employees back.
At this stage, employers should anticipate challenges they and their workforce will
face when making the return.

5. Analyze potential business opportunities due to the COVID-19 pandemic

Start-ups play a key role in OECD economies, but the COVID-19 crisis is reducing
their creation, challenging their survival, and limiting their growth. Business
registrations have been dropping significantly in recent months and a missing
generation of new firms has significant implications for economic outcomes, notably
employment. This column argues that these can be mitigated by taking steps to
support existing start-ups and the creation of new firms. Policymakers should tackle
short-term challenges, supporting short-term liquidity and availability of funding, but
also and importantly foster the ability of start-ups to grasp new business opportunities.
Policies that reduce barriers to entrepreneurship, provide incentives for start-ups, and
boost entrepreneurial potential could help speed up the recovery and preserve
aggregate employment in the long term.

During the COVID-19 crisis, start-ups have continued to play a critical role for
economies. Some innovative young firms have reacted fast and flexibly to the
pandemic, and have been critical in helping many countries shift towards fully digital
work, education, and health services, and have provided innovations in medical goods
and services.the COVID-19 outbreak may induce persistent changes in societies,
consumer habits or needs that could uncover valuable business opportunities for
start-ups that are able to anticipate these changes. For instance, demand for remote
working, e-commerce, education and health services may also change in the medium
run, global value chains and cities may be transformed.

Policy makers should therefore consider interventions oriented at raising awareness of

these opportunities, especially in industries that appear more resilient to COVID-19,
such as digital intensive sectors, which are also generally characterised by higher
post-entry employment growth and contribute disproportionately to job creation.