Process response strategies in the time of COVID-19

The COVID crisis has three distinct, but very different implications on organisations, and subsequently their leaders, strategies and operating models. First, a number of sectors has to excel quickly and implement previously unseen process changes in order to satisfy new demands. This ranged from rapid scale-up in the retail and health care environment to radical process acceleration in the public sector or areas such as telecommunication. Second, various sectors have to convert their processes to deal with new restrictions, e.g., universities transferred physical classrooms to online delivery modes and, on a smaller scale, this can also be seen in domains such as entertainment, personal exercising etc. Third, and most painfully, organisations needed to hibernate and bring their processes to a stand-still. Redeploying these assets for different purposes, maintenance and education is one way to mitigate the related impact. Key messages: -Excelling: Why we need Policy Lifecycle Management in the public sector -Converting: Rapid process digitisation in the higher education sector -Hibernating: Response strategies beyond process stand-still