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There are some really interesting tips here from Chinese companies, explaining how they got through the worst of the lockdown and what they are doing now. From Budweiser to LVMH and Starbucks, executives offer perspectives on how they and their staff managed the huge changes to working that the rest of the world is now facing.

“The biggest difference is in the mentality of the organisation, which shifted from being unsettled, to one of confidence after our response became clear, and people came to terms with ex-office work routines. Once the situation was under control, we shifted to strategic planning; looking at ordering remotely for the next season. We also began to work on revised three-year plans that included much more aggressive omnichannel targets, transforming our supply chain to be more agile and other strategic moves to grow the business.” So said Feng Hua Song, vice president of Erdos Group, one among many useful responses in this McKinsey roundtable.

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