This challenge has been exacerbated by the fact that only a few organizations prioritise the transparency of their resources. Now COVID-19 is forcing people to accept paid time off, unpaid absence or remote working, mostly from home. In the light of this pandemic, transparency is not to be confused with monitoring. Transparency here means that leaders have full knowledge of corporate resources, company objectives and individual roles, capacities, skills and experience. The concept of “agile transformation” hasn’t necessarily eradicated the resulting need for better resource management capabilities over recent years. Unfortunately, in many cases it’s done the opposite, shifting attention from a matrix organization silo to another (products). The problem with this is that corporations have again missed the opportunity to capture the foundation of human resources – the digital talent base. This has come about because most senior managers consider that the re-organization towards dedicated teams is a one-size-fits-all remedy for corporate problems and that everything in the garden is going to be rosy once this remedy has been applied.
The companies that comprise our client base took action to optimise resource management challenges in the past, and these companies are now running on the inside track. Wherever their resources work from and whatever they work on, there is one reliable single point of truth: these firms can now regroup cross-functional resources to ad-hoc tasks and teams as well as identifying and managing bottlenecks. Does it make crisis management easier? Very much so.