Index
- A
- Abacus Pharma, 33–47
- about, 33, 34
- customer servicing, 40–41
- demand changes, 39–40
- distribution business, 34, 37, 42, 43
- early pandemic actions, 35–36
- East African backdrop for, 33–34
- essential healthcare products from, 38, 39
- expansion plans, 41–42, 43
- financial management, 14, 41
- future outlook, 41–45
- leadership changes and response, 35, 37
- lessons learned from pandemic, 45
- lockdown effects and responses, 36–41
- manufacturing business, 34, 35, 38, 41, 42, 43–44
- operations management, 36–41
- payables management, 14, 41
- regulatory effects on, 42, 43
- reinvention of offerings, 11, 40–41
- supply chain issues, 15, 35, 37–38, 41, 43–45
- workforce adaptations, 16, 35–37, 38–39, 40, 45
- ABI Research, 170
- Access Afya, 44
- African Continental Free Trade Area (AfCFTA), 44
- Air New Zealand, 84, 85
- A. Lange & Söhne, 19–31
- about, 19
- change management, 26–27
- customer engagement, 11, 24, 27
- digitization, 11, 24, 27, 28–29
- early lockdown effects, 21–22
- expansion for post-pandemic growth, 17, 24, 25
- financial management, 24, 26
- future challenges, 31
- lessons learned from pandemic, 31
- never stand still philosophy, 30–31
- operations management, 24
- post-lockdown adaptations, 23–26
- post-pandemic recovery, 27–30
- pre-pandemic status, 19–21
- sales and exports, 22, 23, 26–27, 28–30
- trade show events, 19, 23, 29
- workforce adaptations, 24, 27, 28
- Alphabet, 3
- Amazon, 3
- Anite, Evelyn, 45
- Apple, 3
- Arab, Negar, 225
- Argentina, lockdowns in, 4
- Australia:
- Austria, SOS Children's Villages in, 217, 220
- Azimi, Mitra, 225
- B
- Babu, Ramesh, 39, 45
- Bangalore International Airport Limited (BIAL), 49–65
- about, 49
- Accept, Adapt, and Advance approach, 54
- building for tomorrow, 61
- company outlook, 62
- contactless passenger journey, 10, 56–57, 61, 63
- cost reduction, 55–56
- COVID-19 preparations, 49–50, 51–53
- expansion plans, 49, 51, 59–60, 62
- financial management, 54–56, 58, 60
- food and beverage initiatives, 11, 58
- future outlook, 61–65
- growth opportunities, 63–64
- industry outlook and impacts, 62, 63
- Namma Chethana initiative, 58
- needs determination, 53
- pre-pandemic status, 50–51
- preparedness, 260
- receivables management, 56, 60
- reinvention of offerings, 11, 58, 64
- supply chain issues, 59
- task forces, 51–53, 54
- workforce support and protection, 12, 57–61, 64
- beCuriou, 67–79
- about, 67
- credit risk analysis, 70–71
- customer servicing, 10, 69–70, 72, 75–79
- demand stimulation, 72–73, 76–77
- early COVID-19 response, 68–71
- ESG partnerships, 67, 77
- financial management, 68, 69, 70–71, 74
- future outlook, 77–78
- grant/relief leveraging, 10, 72, 74
- Impact Travel focus, 67, 76
- industry context, 68, 70, 78
- investment and expansion plans, 67, 75–77
- lessons learned from pandemic, 78–79
- liquidity of, 70, 74
- lockdown navigation, 71–77
- operational challenges, 70–71
- overhead cost reduction, 71, 74
- philanthropic partnerships, 77–78
- pre-pandemic status, 68
- refunds, 10, 75, 79
- revenue changes, 68, 69, 71, 72, 73
- workforce management, 71, 72, 74–75, 76
- Belarus, SOS Children's Villages in, 216
- Belgium, lockdowns in, 4
- Biometric technology, 56, 63, 64
- BMW, 170
- Boston Consulting Group, 44
- Branson, Richard, 45
- Brazil:
- Burger King, 7
- Burundi, Abacus Pharma in, 34, 41, 42
- Businesses. See Organizations
- Byon 8 App, 44
- C
- Cai, Kenneth, 67, 79
- Canada, lockdowns in, 4
- Capital management:
- Careem, 226
- Carlyle Group, 33. See also Abacus Pharma
- Chillivery, 236
- China. See also Hong Kong; Taiwan
- Chrostowski, Andrew E., 169, 173, 177
- Cisco, 163, 170, 174
- Clubhouse, 128, 132
- Cohen, Aaron, 169, 178
- Collins, Jim, 117
- Convention on the Rights of the Child, 218
- Cost management:
- COVID-19 pandemic:
- crisis unfolding, 3–8
- deaths, 1, 3–4
- decade preceding, 2–3
- future disruption defenses, 261–264
- industry-specific effects, 5, 6
- insights from, 7–8
- lockdown effects, 4–8
- lockdown navigation, 260
- naming of, 4
- organizational effects, 2, 7–8, 259–264 (see also specific organizations)
- overview of effects, 1–2
- preparedness, 260
- survival and rebound strategies, 8–17, 259, 261 (see also Survival and rebound strategies for detail)
- COVID-19 Vaccine Corporation (CVC), 88, 174
- Customers:
- Abacus Pharma, 40–41
- A. Lange & Söhne, 11, 24, 27
- Bangalore contactless passenger journey for, 10, 56–57, 61, 63
- beCuriou, 10, 69–70, 72, 75–79
- engagement of, 10–11
- Fonterra, 11, 84, 89, 90–91, 92
- Globalization Partners, 10, 99, 101–102, 104
- GOGOX, 115–118, 123–124
- grant/relief passed to, 10, 14, 101–102
- Hornet, 128, 132–136, 138–139
- IndiGrid, 147–148, 149–150
- Julius Baer, 17, 157, 160, 161–163, 164–165
- products and services for (see Products and services)
- protection of, generally, 9–10
- RealWear, Inc., 16, 170, 171–172, 174, 175
- receivables from (see Receivables management)
- revenue protection for, 10, 75, 79
- revenue servicing for, 10, 41
- SAP, 10, 179, 181, 184–186, 188, 189–192, 197–198, 201–203, 205
- SOS Children's Villages, 209, 211–220
- strategy focus on, 9–11
- Tapsi, 10, 11, 232–235
- Terumo, 245, 248–251, 252–254, 255–256
- CVC (COVID-19 Vaccine Corporation), 88, 174
- F
- Facebook, 131, 132, 252
- Fairfax Financial Holdings, 49
- Federation of Norwegian Enterprise (Virke), 74
- Financial management:
- Abacus Pharma, 14, 41
- A. Lange & Söhne, 24, 26
- Bangalore International Airport, 54–56, 58, 60
- beCuriou, 68, 69, 70–71, 74
- of capital (see Capital management)
- of costs (see Cost management)
- expanded financial resources, 264
- Fonterra, 84, 91
- Globalization Partners, 99–102, 103, 105–106, 108–109
- GOGOX, 115
- grant/relief leveraging, 13–14, 72, 74, 101–102, 217
- Hornet, 13, 14, 130–131, 134, 136–138
- IndiGrid, 147–148, 149–150, 152–153, 154–156
- insurance claims, 14
- Julius Baer, 161–162
- lines of credit, 14, 41, 109, 174, 177
- of payables, 14, 41, 84, 229
- RealWear, Inc., 13, 172, 173, 174, 177
- of receivables (see Receivables management)
- SAP, 10, 189, 192, 201, 204–205
- SOS Children's Villages, 14, 211, 213, 214, 216–217, 220–221, 222
- survival and rebound strategies, 12–14
- Tapsi, 13, 228–229, 230–231, 237–238
- Terumo, 245, 250–251, 255–256
- Fonterra, 81–93
- about, 81–82
- case studies, 84–88
- Comprehensive Incident Management Framework, 82–83
- customer engagement, 11, 84, 89, 90–91, 92
- demand decline, 83
- early COVID-19 response, 82–83
- financial management, 84, 91
- future outlook, 90–91
- Good Chat mental health initiative, 84
- Good Together strategy, 83–84
- hand sanitizer production, 16, 84, 87–88
- hydrolysates production, 84–85
- lessons learned from pandemic, 91–92
- lockdown effects and response, 82, 83–84, 88–89
- online events, 11, 84, 89
- operations management, 84, 89
- protective visors initiative support, 86–87
- redirection of offerings, 16, 84, 89
- remote work options, 83, 85
- supply chain issues, 83, 84, 89
- sustainability initiatives, 81–82, 91–92
- workforce protection, 83, 85–86
- work process continuity, 89
- France:
- French West Africa. Abacus Pharma in, 41
- Frigstad, David, 1, 264
- Frost & Sullivan, 5, 250, 264
- FRV Solar Holdings XI B.V., 150
- Fuller, R. Buckminster, 49
- G
- Gambia, SOS Children's Villages in, 216
- Gartner Hype Cycle, 169
- GDP (gross domestic product):
- Germany:
- Globalization Partners, 95–111
- about, 95–96
- automation goals, 96, 102
- capital raised, 14, 100–101
- customer servicing, 10, 99, 101–102, 104
- demand decline, 98–99
- early COVID-19 response, 97
- expansion plans, 96–97, 100–101, 102–103, 260
- financial management, 99–102, 103, 105–106, 108–109
- future outlook, 108–110
- grant/relief leveraging, 10, 13–14, 101–102
- lessons learned from pandemic, 108–110
- liquidity of, 101, 103, 109
- market changes, 107–108
- onboarding program, 105–106
- organizational culture, 103–104, 109–110
- planning and preparation, 100–101
- pre-pandemic expectations, 96–97
- refunds, 10, 101–102
- regulatory effects, 99, 104
- remote work options, 15, 17, 97–107
- revenue changes, 96–97, 100, 105–106
- task forces, 104
- transparency, 100, 106–107
- workforce management and protection, 15, 17, 96–107, 109–110
- work process continuity, 15
- Gmeiner, Hermann, 222
- GOGOX, 113–125
- about, 113
- culture and values, 115, 118, 122–123
- customer servicing, 115–118, 123–124
- demand increases and growth, 116, 118–119, 121–122, 123–124
- early COVID-19 effects, 114–115
- financial management, 115
- future outlook, 123–124
- lessons learned from pandemic, 121–122
- life insurance extension by, 12, 118
- lockdown navigation, 115–116
- logistics flywheel, 117–119, 122
- pre-pandemic status, 113–114
- product upgrades, 122
- proxy buying service, 116
- rebranding and name change, 123
- saliva pickup service, 17, 116, 118
- workforce management and protection, 12, 115, 118–121, 123
- Goodyear, 174, 175
- Government relief programs:
- Grindr, 128
- Group PSA, 170
- Gurgaon Palwal Transmission Limited, 150–151
- Gylthe, Celina Sofie, 67, 79
- H
- Haria, Rasik, 45
- Healthcare:
- Abacus Pharma in, 11, 14, 15, 16, 33–47
- African statistics, 33, 44
- childcare needs with, 219
- contactless temperature screening, 16
- Fonterra initiatives supporting, 84–85, 86–88
- GOGOX saliva pickup service, 17, 116, 118
- IndiGrid medical and well-being programs, 12, 148, 153–154
- mental health initiatives, 10, 84, 121, 187, 220, 255
- online pharmacies, 44
- RealWear customers in, 16, 170, 171–172
- remote video support programs, 16
- telehealth platforms, 44, 257
- Terumo medical technology for, 15, 17, 241–258, 260
- vaccine development, 5, 88, 250
- Health insurance, extension for workforce, 17, 154, 187
- HoloLens, 89
- Honeywell, 174
- Hong Kong:
- Hornet, 127–142
- about, 127
- advertising changes, 130, 132, 134, 140, 141
- capital raised, 14, 131, 138
- cost reduction, 13, 130, 136–137, 138
- COVID Preparedness Plan, 130
- customers/users, 128, 132–136, 138–139
- dating apps, generally, 128, 132
- early COVID-19 effects and responses, 129–131
- financial management, 13, 14, 130–131, 134, 136–138
- future outlook, 141
- growth of, 128–129, 132–134, 139–140, 141, 260
- Hornet Honey (in-app currency), 140
- investment plans, 139–140
- lessons learned from pandemic, 141–142
- liquidity of, 137–138
- lockdown implications for, 131–137
- lockdown navigation, 137–141, 260
- pre-pandemic backdrop, 127–129
- regional market changes, 140–141
- remote work options, 136–137
- revenue changes, 128–129, 130, 134, 136–137, 140, 141
- social networking, generally, 127–128, 131–132
- video stories, 128, 134, 135, 139–140
- workforce management, 131, 136–137, 138
- I
- IBM, 154
- India:
- IndiGrid, 143–156
- about, 143
- acquisitions by, 144–145, 150–151, 155, 260
- capital management, 14, 152–153, 154–155, 156
- core strengths, 148, 149
- demand pattern changes, 147
- digitization and technology investments, 152–153, 154
- financial management, 147–148, 149–150, 152–153, 154–156
- future outlook, 152–156
- generation pattern changes, 147
- growth of, 144–146, 150–151, 153, 155, 260
- lessons learned from pandemic, 153–155
- lockdown effects and responses, 147–151, 260
- medical and well-being programs, 12, 148, 153–154
- operations management, 149
- organizational culture, 153–154
- pre-pandemic backdrop, 143–146
- preparedness, 153
- receivables challenges, 147–148, 149–150
- remote work options, 147, 148, 154
- returns on investment in, 144, 150, 155–156
- revenue changes, 146, 147, 149
- risk management, 148
- solar and renewables expansion, 144, 150, 155
- supply chain disruption, 149
- transparency and communication, 17, 153–154
- workforce management and support, 12, 17, 147, 148, 153–154
- Industries, COVID effects by, 5, 6
- Innovation Norway, 72
- Instagram, 127, 131
- Insurance:
- International Air Transport Association, 69
- International Fundraising Leadership Forum, 221
- International SOS, 255
- Internet-enabled tools. See also Technology
- Iran:
- Ireland:
- Italgas, 170
- Italy:
- J
- Janardhanan, Janesh, 1, 259, 266
- Japan:
- Jhajjar KT Transco Private Limited, 150–151
- Jhawar, Sanjay, 173
- Joining Forces, 210
- Julius Baer, 157–167
- about, 157
- customer servicing, 17, 157, 160, 161–163, 164–165
- digitization and technology investments, 17, 158–166
- early COVID-19 effects and responses, 159–161
- financial management, 161–162
- future outlook, 164–165
- industry context, 157–158
- lessons learned from pandemic, 165–166
- lockdown navigation, 161–164
- operations management, 15, 162–163
- pre-pandemic backdrop, 157–159
- preparedness, 260
- remote work options, 15, 160–161, 162–164, 165–166
- stock market effects, 161–162
- strategic plan and initiatives, 159, 164–165
- workforce management and protection, 15, 157, 159–161, 162–164, 165–166
- work process continuity, 15, 162–163
- L
- Labor. See Workforce
- Lam, Steven, 113, 114, 115, 125
- Lebanon, SOS Children's Villages in, 216
- Lee, Eugene, 113, 125
- Lewis, Andrew and Saskia, 87–88
- Lexus, 170
- Life insurance, extension for workforce, 12, 118
- Lines of credit, 14, 41, 109, 174, 177
- LinkedIn, 74, 127
- Li Wenliang, 4
- Lloyd, Richard, 86
- Lockdown, effects of, 4–8. See also under specific organizations
- Louis Vuitton, 257
- O
- Offerings. See Products and services
- Ola Cabs, 226
- Operations management:
- Abacus Pharma, 36–41
- A. Lange & Söhne, 24
- flexibility in, 263–264
- Fonterra, 84, 89
- IndiGrid, 149
- Julius Baer, 15, 162–163
- SAP, 204–205
- strategies for resilience, 14–15
- supply chain continuity, 15
- supply chain diversification, 15
- Terumo, 244–245
- work process continuity, 15, 41, 89, 162–163, 171, 204, 244–245
- Organizational culture:
- Organizations. See also specific organizations
- COVID-19 effects and responses, generally, 2, 7–17, 259–264
- culture of (see Organizational culture)
- customers of (see Customers)
- financial management by (see Financial management)
- operations management by (see Operations management)
- preparedness, 260
- products and services of (see Products and services)
- risk management by (see Risk management)
- survival and rebound strategies (see Survival and rebound strategies)
- workforce in (see Workforce)
- Q
- Qualtrics, 199
- R
- RealWear, Inc., 169–178
- about, 169–171
- cost control, 13, 172, 173
- customer servicing, 16, 170, 171–172, 174, 175
- early COVID-19 effects and responses, 171–172
- financial management, 13, 172, 173, 174, 177
- growth and expansion, 174–175, 177
- HMT-1 assisted-reality device, 169, 170, 171–172, 174, 175
- industry context, 169–170
- leadership changes, 173
- lessons learned from pandemic, 176–177
- line of credit, 174, 177
- lockdown navigation, 172–175
- rapid innovation by, 16
- remote work options, 173, 174
- supply chain negotiations, 172
- workforce management and protection, 173, 174
- work process continuity assistance, 171
- Receivables management:
- Reliance Infrastructure, 150
- Remote work:
- Abacus Pharma, 37
- A. Lange & Söhne, 24
- digital maturity and, 16, 263
- Fonterra, 83, 85
- Globalization Partners, 15, 17, 97–107
- GOGOX, 120–121
- Hornet, 136–137
- IndiGrid, 147, 148, 154
- Julius Baer, 15, 160–161, 162–164, 165–166
- RealWear, Inc., 173, 174
- SAP, 186–187, 188, 194, 196–198
- Tapsi, 230, 231
- Terumo, 248–249, 255
- as workforce protection strategy, 17
- for work process continuity, 15
- Renders, Peggy, 179, 206
- Revenue:
- Abacus Pharma changes in, 34, 37
- beCuriou changes in, 68, 69, 71, 72, 73
- Globalization Partners changes in, 96–97, 100, 105–106
- Hornet changes in, 128–129, 130, 134, 136–137, 140, 141
- IndiGrid changes in, 146, 147, 149
- protection of customer, 10, 75, 79
- SAP changes in, 182–183, 188–189, 192, 201–203
- servicing of customer, 10, 41
- SOS Children's Villages, 211, 214
- Tapsi changes in, 227, 228, 237
- Terumo, 250–251
- Risk management:
- Russia, Hornet in, 127, 130, 134, 140
- Rwanda:
- S
- SafeBoda, 44
- Sahin, Nicole, 95, 100, 111
- Salvation Army, 88
- Sankaran, Rajaram, 33, 35, 45, 46
- SAP, 179–207
- about, 179
- acquisitions, 198–199
- customer servicing, 10, 179, 181, 184–186, 188, 189–192, 197–198, 201–203, 205
- early COVID-19 effects and responses, 179–182, 185–188
- empathy shown, 191–192
- finances and profitability, 10, 182–183, 185, 188–189, 192, 201–203, 204–205
- financial management, 10, 189, 192, 201, 204–205
- flexible financing options, 10, 192
- future outlook, 200–203
- growth of, 182–184, 185, 188–189, 198–199, 201–202
- health insurance extension, 17, 187
- knowledge assimilation, 197–198
- learning/training programs, 187, 197, 199–200
- lessons learned from pandemic, 180–181, 204–206
- lockdown navigation, 188–200
- operations management, 204–205
- pre-pandemic status, 179–180, 182–185
- preparedness, 204–206, 260
- remote work options, 186–187, 188, 194, 196–198
- resilience program, 193, 204–205
- revenue changes, 182–183, 188–189, 192, 201–203
- risk management, 185–186
- strategic goals, 181–185, 198–199, 201–202
- supply chain support, 200
- surveys and pulse checks, 190, 199
- task forces, 187–188, 191
- 10-week journey program, 194, 195
- transparency, 193–194
- travel canceled, 186
- virtual events and programs, 187–188, 193, 196, 197–198
- workforce management and support, 17, 179, 181, 185–188, 192–199, 203, 206
- SASA Doctor, 44
- Saudi Arabia:
- Scales, Rocky, 169, 178
- Scenario-based planning, 108–109, 262–263
- Scheiwiller, Toni, 157, 167
- Schmid, Wilhelm, 19, 31
- Services. See Products and services
- Severe Acute Respiratory Syndrome Corona Virus 2 (SARS-CoV-2), 4. See also COVID-19 pandemic
- Shah, Harsh, 143, 156
- Shields Up, 86
- Siemens, 49
- Singapore:
- Slack, 110, 174
- Smyth, Karen, 81, 93
- Snapchat, 127
- SOS Children's Villages, 209–223
- about, 209
- capital needs and fundraising, 14, 211, 213, 214, 216–217, 220–221, 222
- COVID-19 Consultation Group, 213
- customer (child/youth) servicing, 209, 211–220
- early COVID-19 effects and responses, 211–214
- economic empowerment programs, 216
- food and hygiene item needs and provision, 212, 214–215
- funding sources, 211
- future outlook, 220–222
- grant/relief leveraging, 217
- lessons learned from pandemic, 218–220
- lockdown navigation, 214–217
- mental health initiatives, 220
- pre-pandemic backdrop, 209–211
- school closure effects, 210–211, 213, 219, 221
- strategic priorities, 221–222
- supply chain issues, 214–215, 218
- technology needs and provision, 213, 215–216, 219, 221
- violence and safety concerns, 210, 213, 216, 218, 222
- virtual events and services, 216, 218
- workforce/coworker situations, 211–212, 214, 217, 221
- South Africa:
- South Korea:
- Spain, lockdowns in, 4
- Sri Lanka:
- Sterlite Power, 150
- Strava, 128
- Supply chains:
- Abacus Pharma, 15, 35, 37–38, 41, 43–45
- A. Lange & Söhne, 22
- Bangalore International Airport, 59
- continuity of, strategies for, 15
- cost reduction, 71
- diversification of, strategies for, 15
- Fonterra, 83, 84, 89
- IndiGrid, 149
- payables to, managing, 14, 41, 84, 229
- RealWear, Inc., 172
- SAP, 181
- SAP support for, 200
- SOS Children's Villages, 214–215, 218
- Tapsi, 227, 229
- Terumo, 15, 245, 246–247, 251, 252
- Survival and rebound strategies, 8–17. See also specific organizations
- generally, 8, 259, 261
- capital raised and secured, 14
- cost avoidance and postponement, 13
- cost reduction, 13
- customer engagement, 10–11
- customer focus, 9–11
- customer protection, 9–10
- digital maturity affecting, 16, 263
- employee morale, 12
- employee protection, 12
- financial management, 12–14
- grant/relief leveraging, 13–14
- insurance claims, 14
- lines of credit, 14
- operational resilience, 14–15
- organizational culture and, 16, 261
- payables management, 14
- reinvention of offerings, 11
- revenue protection, 10
- revenue servicing, 10
- risk management preparation for, 16
- strategy flywheel, 9
- supply chain continuity, 15
- supply chain diversification, 15
- workforce engagement, 11–12
- work process continuity, 15
- Switzerland:
- T
- Taiwan:
- Tanzania, Abacus Pharma in, 34, 41, 42
- Tapsi, 225–239
- about, 225
- agile and autonomous decision-making, 238–239
- capital injection, 229
- communication and marketing, 230, 233–236, 237–238
- cost/cash management, 13, 228–229, 230–231, 237–238
- customer servicing, 10, 11, 232–235
- demand changes, 227
- early COVID-19 effects, 227
- financial management, 13, 228–229, 230–231, 237–238
- growth of, 226
- industry context, 225–226
- initial public offering, 226, 238
- lessons learned from pandemic, 236–239
- opportunities seized, 238
- payables management, 229
- pre-pandemic status, 225–226, 229, 234
- regulatory issues, 225, 226
- reinvention of offerings, 11, 17, 232–233, 238
- remote work options, 230, 231
- revenue changes, 227, 228, 237
- ride-sharing service, 233
- safety and hygiene protocols, 231, 233, 235
- shopping assistance and delivery services, 11, 232–233
- strategies engaged, 228–236
- supply chain issues, 227, 229
- transparency, 230, 237–238
- workforce management and support, 225, 227, 228–231, 233, 235–239
- Technology. See also Internet-enabled tools
- A. Lange & Söhne digitization, 11, 24, 27, 28–29
- beCuriou investment in, 75–76, 78
- biometric, 56, 63, 64
- contactless passenger journey via, 10, 56–57, 61, 63
- customer interactions via, 11, 24, 27, 84, 89
- digital divide, 5, 116, 210–211, 219
- digital maturity, 16, 263
- electricity dependence, 147
- Fonterra use of, 11, 84, 89
- Globalization Partners use and investment in, 15, 17, 96, 97–98, 102, 110, 260
- GOGOX platform, 12, 17, 113–125
- Hornet social network, 13, 14, 127–142
- IndiGrid and electricity sector digitization, 152–153, 154
- Julius Baer and wealth management digitization, 17, 158–166
- RealWear, 13, 16, 169–178
- remote work via (see Remote work)
- SAP, 10, 17, 179–207, 260
- SOS Children's Villages' need for, 213, 215–216, 219, 221
- Tapsi, 10, 11, 13, 17, 225–239
- telehealth platforms, 44, 257
- Terumo, 15, 17, 241–258, 260
- for work process continuity, 15
- Tencent, 16, 171
- Terumo, 241–258
- about, 241
- communication changes, 248–249
- COVID-19 Rebound Project, 252–255
- customer servicing, 245, 248–251, 252–254, 255–256
- early COVID-19 effects and responses, 244–251
- financial management, 245, 250–251, 255–256
- future outlook, 256–257
- growth strategy, 244
- industry context, 241–242
- lockdown navigation, 252–255
- morale boosting initiatives, 246
- operations management, 244–245
- performance management, 17, 252
- pre-pandemic status, 242–244
- preparedness, 260
- procedure and patient demand changes, 249–250, 251
- remote work options, 248–249, 255
- revenue changes, 250–251
- risk management, 255–256
- supply chain, 15, 245, 246–247, 251, 252
- workforce management, 17, 241, 244–246, 248–249, 252–255
- work process continuity, 244–245
- Thailand:
- 360 Health and Wellness, 44
- TikTok, 127, 128, 132
- Tongji Hospital, 171
- Transparency:
- Trump, Donald, 3
- Turkey, Hornet in, 127, 129–130, 134
- Twain, Mark, 65
- Twitter, 127
- W
- Wamala Karugaba, Gertrude, 39
- Water for People, 104
- Wendel, Edward, 67, 71, 79
- Whānau Ora, 88
- WhatsApp, 127, 131, 165
- WHO (World Health Organization):
- Wittig, Christof, 127, 142
- Workforce:
- Abacus Pharma, 16, 35–37, 38–39, 40, 45
- A. Lange & Söhne, 24, 27, 28
- Bangalore International Airport, 12, 57–61, 64
- beCuriou, 71, 72, 74–75, 76
- Fonterra, 83, 85–86
- Globalization Partners, 15, 17, 96–107, 109–110
- GOGOX, 12, 115, 118–121, 123
- government relief programs, 13–14, 217
- Hornet, 131, 136–137, 138
- housing near factories, 16, 38–39
- IndiGrid, 12, 17, 147, 148, 153–154
- insurance extensions for, 12, 17, 118, 154, 187
- Julius Baer, 15, 157, 159–161, 162–164, 165–166
- morale of, 12, 58, 120–121, 173, 227, 246
- onboarding program, 105–106
- organizational culture for (see Organizational culture)
- performance management, 17, 106, 252
- post-pandemic changes for, 28
- protection of, 12, 17 (see also specific organizations)
- RealWear, Inc., 173, 174
- RealWear technology use, 13, 16, 169–178
- remote work options (see Remote work)
- SAP, 17, 179, 181, 185–188, 192–199, 203, 206
- SOS Children's Villages, 211–212, 214, 217, 221
- strategies engaging, 11–12
- Tapsi, 225, 227, 228–231, 233, 235–239
- task forces, 51–53, 54, 104, 187–188, 191, 231, 260
- Terumo, 17, 241, 244–246, 248–249, 252–255
- transparency with (see Transparency)
- work process continuity for, 15, 41, 89, 162–163, 171, 204, 244–245
- Work process continuity, 15, 41, 89, 162–163, 171, 204, 244–245
- World Health Organization. See WHO
- World Travel and Tourism Council, 68
- X
- Xi Jinping, 2
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