Although virtually all organisations have been using technology, but many of them have not been fully leveraging it in their operations or the in delivery of their products or services. As we navigate our way through COVID-19, it is becoming critical that they do so. We offer four considerations.

 

On Wednesday, 22 April, I participated in a free webinar that was organised by the Barbados Coalition of Services and Industries (BCSI). The webinar, was part of the organisation’s ‘Fishbowl Conversation Series’, on the topic Leveraging Digital Technologies During and After COVID-19.

The impetus for the discussion is the fact that due to COVID-19, also called the novel coronavirus, organisations, especially in the service sector, are being challenged to completely re-examine their businesses in an environment where working from home, self-isolation and self-quarantining are the new reality. More importantly, this ‘reality’ is likely to continue into the foreseeable future; so businesses are being forced to evolve, or ultimately, to cease operating.

Having said this, within every difficulty, there is also opportunity. However, it is those who can figure out how to capitalise on the current situation who are likely to come out on top at the end.  Hence the BCSI is using its Fishbowl Conversation Series to help businesses identify and manage risk, particularly businesses combatting revenue losses during COVID-19, and to help firms prepare for the new business paradigm that will emerge.

Digital technologies are an essential component as organisations move forward. Although many organisations have computers, mobile phones, and use software applications, frequently, they were seen as add-ons, and not integral to how products and services were executed and delivered. Hence, the considerations below provide a starting point for technology to be more deeply leveraged regardless to the products or services that are being delivered.

 

1.  There are no quick fixes

As sobering as it is, there is a sense of desperation and urgency among most organisations that perhaps feel, to some degree, that the rug was pulled out from under them, and with overheads and staff to manage, they trying to find a fast solution. However, most businesses were not conceptualised to intrinsically integrate technology into all of their operations, and into the types of services they deliver. Further, in an environment where face-to-face and physical contact and gatherings are being widely prohibited, these constraints can be fundamental barriers for many high-touch, service-based businesses, such as those in the dining/food service and beauty/personal care.

Although it might be relatively easy to cobble together a website, or a social media page, for example, as a quick fix leveraging technology that will reverse the loss a business might be experiencing, those initiatives tend to take some time and effort to gain traction. It is thus important to manage expectations, and consider such activities as tactics in a wider strategy that is being deployed.

 

2.  Businesses may need to be re-examined from the ground up

In the current paradigm, many organisations have found their operations severely curtailed, to the point where integrating technology solutions will not improve their current situation. Further, and to a considerable degree, many businesses were conceptualised to function in an analogue world – where customers would come to them (or vice versa), and for which it would be very clear what services were being delivered.

Now, those services cannot be delivered in the way they had been. Hence, organisations are being confronted with the validity of the business case upon which their operations have been built. Frequently, it means that management has to go back to brass tacks to determine exactly not only what service exactly they are delivering, but more importantly, the outcome or broader meaning of the service from the customer’s perspective.

A quick example, a masseuse is not just providing massages to customers, but helping them with fulfil their need self-care. Looking from a self-care lens, questions that could asked include: how could the business model change, from just having a massage table and giving massages? And then, how can technology be leveraged if the objective is helping customers with self-care, and not just the physical act of administering massages?

 

3.  Digital tools are most effective when their purpose for the organisation are first understood

These days a plethora of digital tools and platforms are readily available, and for each need, frequently, there are multiple options. For example, to facilitate virtual meetings, one could use WhatsApp, Skype, Zoom, Google Hangouts, Microsoft Teams, to name a few. However, if the objective is to more fully leverage technology, the extent to productivity and efficiency are improved generally, along with the cross functional properties to eliminate duplication or siloed operations, ought to be considerations.

In summary, technology tools are widely available, and in many instances are free or require payment of a nominal fee. As a result, it is easy to focus on them, and not really think about what exactly the organisation needs, and what is the problem one are trying to solve. If the organisation’s needs are the starting point – which may change at a later date – it will be easier to hone in the best tools, and to change them as might be necessary.

 

4.  When ‘freeness’ is the norm, the challenge is adding enough value to get paid

Finally, and perhaps thanks to the social media and mobile applications, most of us tend to use free applications and digital platforms almost exclusively. Moreover, with the popularity of YouTube, in particular, there are tutorials and videos on almost every subject for us to stream directly to our devices. In essence, a culture of ‘freeness’ has developed, where increasingly, we are reluctant to pay for services delivered online.

In our current COVID-19 world, individuals and organisations are exploring options related to sharing their domain expertise through webinars, online sessions, tutorials, online courses, and the like. However, with so much content already available – and available for free – online, is there scope for revenue/income generation?

Although the short answer might be yes, there are likely to be hurdles that would need to be overcome. For example, unless you or the organisation already has a captive market, then finding (enough) customers who are prepared to pay would need to be considered. Second, people are likely to balk at had having to pay – unless they are assured of the quality of what is being delivered, and perhaps more importantly, that what is being delivered is of greater value than what they can get for free.

 

 

Image credit:  Gerd Altmann (Pixabay) 

————–