In the previous blog,听we听looked at the first set of speakers from the Public Services听session within the Adaptive Strategies Forum,听别虫补尘颈苍颈苍驳听how public services have responded to crises such as the 2019/20听bushfire season and COVID-19.听
In this blog, I鈥檒l听summarise my discussion with听Professor Michael听Rosemann, Director of the Centre for Future Enterprise at Queensland University of Technology听from our second half of the virtual forum.听听
Professor听Rosemann听was听involved in the听mass co-ordinated response to COVID-19 by the German government.听Facing extreme circumstances,听the听German Foreign Ministry needed听to repatriate听230,000 of its citizens globally. This required a significant amount of international co-ordination across public and private sectors around the world. The project meant orchestrating visas, exemptions from health officers, co-ordinating accommodation and safe transport for all Germans trying to return home.听
The rapid response and mass orchestration of many different systems has demonstrated that governments often work best in crisis. Within Australia, we鈥檙e seeing the quick launch of a COVID-19 tracing app, which again required co-ordination between different public and private organisations to reach citizens so quickly while ensuring the security of data and platform.听听
COVID-19 has shown governments and businesses the need for new enterprise planning, a digital safeguard against shock events that mitigates risks through data insights. Intelligence from data should feedback to governments to help dictate policy, improve the speed of regulation and听legislative听launches by better understanding its impact on citizens.听People discuss the value of enterprise planning in business products and services, so why not adapt this to public policy?听
Response and Reaction to Crisis听
Professor听Rosemann听highlighted the three听types of听response to crisis, as highlighted through COVID-19. The first is rapid scale听acceleration, which has been seen in services such as internet and healthcare providers that have upscaled significantly to handle the spike in demand.听听
The second response is听rapid adaptation听and听repurpose. This has been demonstrated in the education sector and other organisations that have implemented work-from-home practices.听With the disappearance of the physical channel, repurposing is often听supported听by digital transformation 鈥� the ability to work and connect remotely while operating seamlessly.听
The听third type of response is听hibernation, which is when organisations have no choice but to halt operations for the sake and safety of its people. This has been seen particularly in the hospitality and entertainment industries and is often due to an inability to digitalise services.听
Regardless of response, all organisations need to prepare for the future of work,听incentivising听and supporting听staff听by understanding.听Professor听Rosemann听noted the importance of all leaders to be more听comfortable with听having听less–rigid deadlines听or听shorter-view听forecasting due to听uncertainty.听听
While there have听been generally rapid reaction capabilities across public and private sectors, COVID-19 has also demonstrated the fragility of systems, highlighting our听exposure to political and macroeconomic system. We鈥檝e seen the widespread impact of restrictions on movement听in terms of goods and people, plus the听added strains on communications听and service networks.听听
However, Professor听Rosemann听offered a primary example of public services emerging stronger through crisis. He noted how the Brazilian banking system听was forced to develop more听sophisticated processes and technologies due to heightened national听inflation. This not only helped build a more resilient financial system, but听also accelerated its public and private听leadership,听making听them听more听comfortable with lack of timeframes,听deadlines, and certainty. Other services and nations face these same opportunities and can evolve from these hardships into a better position for responding to change.听
Staying Safe and Supported听
During this time of isolation, connection is more critical than ever. Without the social elements of work and public spaces, digital technologies are facilitating a range of ways to connect, have deeper conversations, and engage with other people鈥檚 lives remotely.听听
Professor听Rosemann听expressed how people will and businesses with emerge from this pandemic with a new urge for life听鈥� a greater sense of听optimism and听joy听built through connection. Responses to this crisis have shown society鈥檚 ability to co-ordinate en masse, collaborate across borders and industries, to keep people informed, safe, and productive.听听
Within education, retail,听and banking industries, we鈥檝e seen the adoption of听omnichannel听services 鈥� and while these may not be a complete and permanent change, it certainly offers more options for service providers and greater convenience for customers, students, and citizens.听
Businesses and governments have already shown greatness in response to crisis, and now that we are no longer reacting to the current pandemic, it鈥�s an opportunity to broaden the horizons, ensure a continuity of service, and emerge from this challenge period better equipped to handle change.听Crisis can create positive impacts in hindsight if responses are well informed and improve the lives of others.听
As听industries and governments move towards more digitalisation, we should see more dynamic scenario planning with multiple options and alternatives backed by data. The fragility of supply chains and legacy systems has shown our need to be more collaborative and co-ordinated in our response to crisis.听听
Our听discussion ended by highlighting the need for greater agility across and between agencies. Digital transformation can support the creation of temporary agencies to react quickly to public needs and opportunities, thereby breaking organisational silos and focusing on the service of customers and citizens.听听
To learn more, my conversation with Professor听Rosemann听as well as the other recordings from听the听51风流2020 Adaptive Strategies in a Changed World Virtual Industry Forum听are听.听听
