Embrace the Post-Pandemic Era and Face the Future Proactively
June 30, 2020 | Published by: ICT Singapore | Author: Catherine Wong
Change is the only constant in the world and an inevitable ongoing trend. Since the dawn of the 21st century, we have witnessed unprecedented and accelerating transformations. In times of economic prosperity or recession, various external factors keep evolving, directly or indirectly influencing, impacting and shaping the vitality of every enterprise.
The sudden outbreak of the pandemic at the end of 2019 brought life and business across most parts of the globe to a standstill in 2020, with regions under health and safety lockdowns for months. The global economy plunged to a historic low. Corporate strategies were disrupted, and news of layoffs, business closures and rising debt became widespread.
According to a May 2020 report by Business Insider, over 39 million people in the United States had filed for unemployment benefits since the coronavirus outbreak. Reuters Business News reported in April 2020 that economists projected a conservative estimate of 30 million job losses in China in the aftermath of the pandemic.
The rapid development of information technology has reshaped business models across industries. Shifting customer demands and emerging competitors have caught corporate teams off guard. Rapid economic shifts and market transitions have left many enterprises struggling to keep pace. Plagued by internal issues such as misaligned goals, insufficient customer orientation and low operational efficiency, alongside external headwinds, businesses have lost momentum and flexibility.
The fate of every organization hinge on two major drivers of change: the external environment and the internal environment. The external landscape determines an organization’s vitality, much like a volcanic eruption threatening the safety of villagers living at the foot of a mountain. In response, internal adjustments will reshape employees’ workflows, working styles and even daily lives, just as evacuation disrupts people’s regular routines.
We all live in this ever-changing world. Whether we like it or not, minor and major shifts influence our work and life every single day. Only by accepting change and viewing it with a positive mindset can we ride the wave of transformation, instead of struggling against the current. The core question is: are we leading change, or being forced to adapt to it?
Since the 2008 economic downturn, amid recurring economic fluctuations every three to five years, numerous multinational corporations have invited me to help them navigate crises. The innovative breakthrough frameworks we developed have effectively helped senior leaders break through organizational bottlenecks. Nevertheless, most teams only stick to incremental improvements, while few push forward disruptive innovation.
During communications with clients, one executive commented: “Innovation is great, but what if it fails? We have countless families relying on our business.”
This inspired us to integrate transformation and innovation — two inseparable elements for overcoming bottlenecks. We named this integrated system CQ (Change Quotient), which has delivered remarkably enhanced results.
When I talk about CQ, many people find it somewhat abstract and often ask what it is essentially about. To put it simply, through consulting-style training, we help corporate teams, professional managers and leaders figure out three core questions:
Everyone understands that change is an eternal rule for enterprises to maintain competitive edges and sustainable development. People know they must keep pace with the times and embrace change to survive and thrive, yet many never take the first step. Business leaders and managers are constantly troubled by these questions:
Our focus lies in behavioral transformation. From past experience, we have noticed that even after training sessions with practical tools provided, and despite visible positive shifts in participants’ attitudes and mindsets, some still fail to put new ideas into practice. The fundamental reason is that they have not found a compelling answer to “why change?”
That is why we start our discussions with this core question. Understanding the why takes priority before exploring the what and how. It is the inner motivation that drives action and progress. This is especially true for those trapped in their comfort zones. Though aware of the need for change, they hesitate repeatedly, lacking clear reasons and intrinsic motivation to move forward.
Corporate CQ management — the mindset and innovative capabilities to respond effectively to change — and the improvement of personal CQ have become core pillars of corporate vitality. Over the years, we have focused on delivering consulting-style training to help enterprises break through bottlenecks efficiently and fully prepare for the global economic recession following the pandemic.
For nearly two decades, CQ management programs have delivered immediate results for numerous organizations across three core dimensions. These programs have set industry benchmarks, created differentiated value, and most importantly, enabled sustainable business development with maximum results at minimum effort.
As an essential program for corporate growth, CQ Management drives progress for teams through four key modules:
1. Assess Current Status
CQ status analysis and targeted recommendations help enterprises and individuals identify their reactions and attitudes toward change. With clear self-awareness, organizations can take preventive measures and build up workforce capabilities to respond to upcoming transformations in advance.
2. Cultivate a Positive Mindset
Knowledge and skills tell people what to do and how to do it, while a sound mindset fuels teams to move forward. This is a major highlight of the CQ program. Adopting a Total Learning Methodology, the training elevates three key types of thinking. We have witnessed countless participants achieve transformative progress after the full training: letting go of misgivings, daring to experiment, leading others through change, taking responsibility, and developing initiative and proactivity.
3. Practical Methodologies
The program is also distinguished by its high practicality and actionable approaches. Participants benefit in three aspects:
(1) Easy-to-grasp logic arranged in a progressive structure from basic to advanced;
(2) Solutions tailored to individual needs;
(3) Framework for building teams that drive reform.
4. Grow Alongside Enterprises
Embracing change and innovation is a continuous journey, not a final destination. Sustainable corporate development requires participation from all staff. Employees in different positions and development stages face distinct situations and demands. For this reason, many enterprises have incorporated CQ Management into their long-term development initiatives.