Many industrial companies have gone through tough times because of Covid-19. Factories have closed, sales have plummeted, and many people have lost their jobs.
A lot of the discussion on how to turn things around has been about technology. Digital transformation was already a hot topic within manufacturing, but the whole situation has been seen by many, manufacturers, vendors, and governments alike, as an accelerator to digitize processes and even whole industries.
For example, President Macron himself was talking of a government bailout for the auto industry of around 8b € to modernize production lines and make France the European leader of electric vehicles.
Looking specifically on the service side of industrial organizations, many companies have invested in quick-fix solutions for remote support in order to continue offering basic maintenance solutions to their customers.
All these address technology and process. But what about the people?
How do you motivate employees remotely?
How do you onboard new employees?
How do you manage teams?
What have companies done (or should have done) to ensure business continuity when employees were working from home?
How do you transition back to the office, as restrictions are being (slowly) lifted across Europe?
Will working from home be the new normal?
Competence Management: has the pandemic shown manufacturers where they are lacking when it comes to digital innovation?
How is recruitment within manufacturing organizations going to be impacted?
Change: how do you lead a transformation (servitization/digital transformation) in the current situation?
Jason Purcell, Commercial Services Director and Trusted Business Advisor
Jason Purcell has more than 15+ years of B2B experiences gained across Europe, Asia, and Americas. Passionate about customer service, he has leadership experiences across commercial, business development, strategic and operational functions throughout global markets within the metal cutting and electrical and digital building infrastructures industries.
Having led, and been engaged in, service transformation programmes, with focus to move product orientated business’ to a service-driven enterprise, he is currently providing consultative support to SME business’ across the UK that want to develop and strengthen their business model and value proposition. Extensive experience has been gained in leading sales and service transformation initiatives, delivering major projects, contract negotiation, lean optimisation, service business model development, and logistics/supply chain.
Liz Rider, Global Talent Leader, Volvo Cars
Liz is driving the Leadership and talent agenda in the leadership product development team. She leads a team focusing on leadership development, high potential development, and talent review. Her purpose is growing business through people and she does this by driving the talent agenda and ensuring that leaders bring out the best in every employee. Liz has worked with several Fortune 500 companies and is incredibly future-focused with a strategic mind, extensive HR experience, and abundance of ideas. The talent agenda is more important than ever in the disruptive world we live in and she uses her creativity and compassion for people to produce new and innovative ways to drive talent initiatives.
Liz partners with business leaders and HR to successfully implement the talent management strategy which includes rethinking how to select potential, developing leaders for success in the disruptive world, creating fluid succession pools and ensuring high potential are fit for future from graduates to senior executives.
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