埃森哲：COVID9：組織應該如何應對異常情況- 埃森哲（英文版）（37頁）.pdf

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1、How organizations should respond to the never normal NOWNEXTCOVID-19: What to do Now, What to do Next COVID-19:5 new human truths that experiences need to address COVID-19 has turned into a global crisis, evolving at unprecedented speed and scale. It is creating a universal imperative for government

2、s and organizations to take immediate action to protect their people. It is now the biggest global eventand challengeof our lifetimes. As such, it is changing human attitudes and behaviors today and forcing organizations to respond. However, the need to respond wont end when the viruss immediate thr

3、eat eventually recedes. 2 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. This goes way beyond “nudge” techniques, though some are being used, and extends to outright insistence that is either working nat

4、urally or enforced. Twitter even launched a handwashing emoji.1 The science of behavior change had already become a known subject of study and an increasingly important tool for design over the past ten years. Leading companies had already instituted tools and practices to monitor, collect, analyze

5、and act on a mix of digital surveys, behavioral signals, listening and sentiment. Now, the need for these capabilities will become foundational to experience creation, and the speed at which companies canand, increasingly mustrespond to them will become sources of competitive advantage. The formula

6、is listen, pivot, learn, reassess. The time to act is now. This document outlines the practical steps you should take to get started. In the future, we will find a return to normalcy in many aspects of life. But theres no question that many things will change, possibly forever. In the future, we wil

7、l find a return to normalcy in many aspects of life. But theres no question that many things will change, possibly forever. COVID-19 has altered the experience of being a customer, an employee, a citizen and a human. COVID-19 has altered the experience of being a customer, an employee, a citizen and

8、 a human. Expect to see behavior shifts for some time to come. Expect to see behavior shifts for some time to come. What will have changed in the way we think? How will that affect the way we design, communicate, build and run the experiences that people need and want? The answers to these questions

9、 will lie in the way people react and how individuals, families and social groupsall sources of creative innovationhack new ways to live. Every organization must become a listenersharpening their sensitivity to signals in real time in order to respond immediately. We are witnessing massive behavior

10、change at a scale and speed that weve never seen before, sparked by fear, proselytized by social media, encouraged by government. Such change includes frequent handwashing, working from home and discouraging bad behavior such as toilet paper hoarding. 3 The Human Experience: How organizations should

11、 respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. We see five major human implications to expect from peoples behaviornow, and next. 4 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accen

12、ture. All rights reserved. The cost of confidence Each has deep experienceimplications for all organizations, not just businesses. The virtual century Every business is a health business CocooningThe reinvention of authority The erosion of confidence will make trust way more important than ever befo

13、re. This will necessitate a “trust multiplier”action that, to be effective, rebuilds trust quickly and credibly. Focus will be on confidence-building through every channel. Justifiable optimism will sell well. All of this may change the nature of what we regard as premium products and services. The

14、enforced shift during the worst of the pandemic to virtual working, consuming and socializing will fuel a massive and further shift to virtual activity for anything. Anything that can be done virtually will be. Winners will be those who test and explore all of the associated creative possibilities.

15、The concerns about health amplified during the crisis will not ebb after it is over. Rather, health will dominate. A health economy will emerge with opportunities for all to plug into. Every business will need to understand how it can be part of a new health ecosystem that will dominate citizen thin

16、king. Desire for cocooning, along with opportunities for those with creative strategies to enable it, will move center- stage for the same reason. Winners will be those who zero their sights on the home. At the height of the crisis, manyworkers, especially are spending more time at home. After, this

17、 pattern will endure with meaningfulness and comfort carrying a price premium. A reinvention of authority is likely after the effect of travel limitations, self-isolation and lockdown officially mandated by many governments. This is likely to be the trickiest of the five human implications as its im

18、pact could go one of two ways. If governments get their handling of the crisis broadly right, expect top-down control to be back in fashion; if not, the reverse. This is likely to vary by geography. What role will companies play? 12345 5 The Human Experience: How organizations should respond to the

19、experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. The cost of confidence 6 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. 7 The Human Experience: How organizations should

20、respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. “ “Black swan events are something I need to factor into everything moving forwards. As the future is unknowable, I dont know what happens next so Id better have a Plan B.” -SENTIMENT Pandemics are real

21、and can deeply affect our lives Deciding on what to doespecially in relation to large decisions such as holidays, where to live or work or major purchasesis becoming a more anxious process. An explicit message of COVID-19 is that other people/places can carry an invisible threat. A second wave would

22、 deepen this issue and, indeed, all of the experience implications in this document. 8 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. Whats going on? People are postponing purchase decisions in many cate

23、gories due to uncertainty. This will continue after the immediate threat dissipates. In China, sales of gold and silver, for example, crashed by 41.1 percent in January and February 2020, year on year.2A wait-and-see mentality will reign. It will affect many sectors. Noise is a problem. There is a l

24、ot of information about COVID-19, and speculation everyone has something to say, but should they say it? A mail from a hotel you stayed at ten years ago telling you how they are handling the situation is less than helpful. Those only virtue signalling in their brand communications about COVID-19 wil

25、l pay a price.3Some airlines during the crisis, for example, were still offering May/June flight deals without referencing uncertainty. In the face of difficult memes, Corona Beers silence has been a model of good behavior. The familiar will be more valuable. Established brands that handle the crisi

26、s well will rise in stature and value. Risk will be less tolerable to most people. New social circles may arise based on attitudes to riskfor example, some people may prefer to socialize with others who share the same cautious or intrepid attitudes. Brands need to take note of these affiliations and

27、 decide where they stand. Insuranceboth with a small and big i will be very important, but only when it is trusted to really deliver. Individualism may rise with more people adopting a look-after-yourself-first policy. Trust in people you cannot see on a daily basis should not be assumed, and those

28、wanting to build trust in this context will have to work harder to do so. Conversely the community response to the pandemic will be remembered as a critical way of flattening its rise, and aspects of it will be associated with shared joynotably, Italys daily ritual of balcony music during its nation

29、al lockdown. Impact “The rules weve lived by wont all apply.” - Astra Taylor, filmmaker and author of Democracy May Not Exist, but Well Miss It When Its Gone, as quoted in Politico.4 9 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Acc

30、enture. All rights reserved. How to respond Brands will need to focus on reassurance and confidence-building. Companies must consider “Cost of Confidence” the investment needed to provide customers with reassurance. Within this context, factors will vary by product or service but might include clean

31、liness, timeliness or ethical sourcing. NOW Run an end-to-end Customer Experience Audit: Create a remedial plan based on your audit findings. Roadmap the need for your products and services, now and next: Use Personas and Journeys to define how this plays out during the shutdown and immediately afte

32、r. Determine where reassurance will be needed that a service is reliable and safe. Establish how you will stay in contact with customers who may become more irregular for the time being. Explore where demand might surge. Remodel marketing with multi-disciplinary SWAT teams: Rethink marketing strateg

33、y, sales channels and spend based on new assumptions. Resize budgets and optimize your marketing op model. NEXT Identify new opportunities as normal life resumes: Explore and define how you can expand your core products, services and experiences to fit with the new normal. Accelerate your experience

34、 reaction time: Address how you take a nimble approach for unforeseen events like this. Move to a Living Business model. Assess the new Cost of Confidence for your product/service: Price will be very sensitive to trust. Appreciate how the nature of premium will change: Understand where you should be

35、 on the new spectrum. 10 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. The virtual century 11 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2

36、020 Accenture. All rights reserved. 12 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. “ “If I can do it online, I will.” -SENTIMENT The sudden acceleration of a 25-year-old trend The known tech-enabled t

37、rend towards more virtual experiences is rocketing ahead for both employees and customers. Already, an uplift in use of, and investment in, virtual and augmented reality has been tipped as a likely after-effect of the COVID-19 pandemic.5The shift towards virtual will affect ways of communicating acr

38、oss learning, working, transacting and consuming. This will affect everyone. Whats going on? 13 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020 Accenture. All rights reserved. Already clear is that many users yet to adopt digital fully

39、are now having to. COVID-19 is the catalyst now permanently shifting the laggards online and having made the investment in effort and learned new habits and interfaces, many will not go back. It is more important than ever to streamline the hurdles of going virtual for all sorts of experiencesbankin

40、g, curbside collection, online shopping. For retail, capacity constraints are a real issuethe result of the “digital shelf” not being ready yet for this level of demand because companies have repeatedly deferred prioritization of full-scale eCommerce. There is still much to learn about in-store plac

41、ement in the digital environment across many categories. On top of that, with last mile delivery a lynchpin of any online shopping brand, the question is: how much can you control the experience? Some, maybe many, will feel discomfort at being virtual. Home working is not a habit for the majority. N

42、ot everyone will work virtuallyfor example farmers, delivery drivers and factory workers. Use of video can be uncomfortable with awkward distractions kids in the background, dogs barking or bad hair days. But it is growing, fast. Microsoft Teams saw a 500+ percent increase in calls and conferences i

43、n China between January and mid-March6 . Not everyone is equipped with the right technology to participate virtually. People are improvising, fast, for example using their ironing board as a computer stand. There may also be a generational virtual gap or divide. Either way, bringing your whole self

44、to video-work will be a crucial skill not all can master quickly. 500+% The increase in calls and conferences in China seen by Microsoft Teams between January and mid-March 2020. Impact 14 The Human Experience: How organizations should respond to the experience implications of COVID-19Copyright 2020

45、 Accenture. All rights reserved. Broadband and 5G will be life-essential for most after its utility was tested, hard, at the height of the pandemic when the world started to quarantine en masse. On just one day in mid-March, internet use in locked down Italy surged by 30 percent.7Disneys decision to

46、 stream Frozen 2 three months early and Universal putting its film releases onto Sky TV underlines the central role of entertainment, and it will now carry higher market value. In China, usage of digital gaming, short video apps and live stream fitness classes rose sharply in February.8 Companies in

47、 many sectors will seek to use entertainment ideas, norms and expertise to transform virtual experiences. Virtual startups or products may catapult into the public consciousness and unlock new business opportunities. Companies that are able to adapt to and utilize new virtual tools and models will a

48、chieve competitive advantages, both short and long term. In China ZTE and China Telecoms designed a 5G-powered system enabling remote consultations and diagnoses of COVID-19.9 Some will embrace being more virtual for reasons other than workto stay in contact with family, for example, or for healthca

49、re and education. Italys Instituto Europeo di Design (IED), Austrias University of Innsbruck and dozens of US institutions including Harvard University are among the many to suspend in-person lessons and switch to digital learning.10 Impact One paradox is that while were self-isolating and studying/working remotely, many of us are rediscovering social tiessometimes with more people than before. People are participating in virtual gigs, drinks and dinner parties,more calls to friends and family, and sharing more personal stories at the begin