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How can some of our 8 recommendations for action to safeguard livelihoods be implemented in manufacturing companies in specific terms? Dr. Stefan Frings, partner at enomyc, talks about this in our current podcast episode:
How can companies create liquidity that secures their existence now? What new market opportunities can even arise from interrupted supply chains? Why is communication in the Corona crisis one of the "rapid actions" and how does a task force function now at best?
In a task force, all essential areas and decision-makers are integrated in order to be able to act simply and quickly. That is the decisive factor: that the measures and decisions discussed and then taken are communicated and implemented without delay. Such a task force includes the management, as well as sales, purchasing, supply chain representatives, controlling - and, above all, HR and IT. IT is a real key competence - even more so in the current special situation. It may also make sense to involve the works council in the task force.
Depending on the decision situation, representatives of the authorities can also be invited. Our experience has been that a company physician was also present, who provided additional information or reported on the overall situation. This improves the quality of the subsequent decisions.
It is important that a communication infrastructure is created. This can be achieved by simple means: technically, for example, via a telephone spider camera. Most companies have one in the conference room. For a teleconference, all participants can be given dial-in numbers. In essence, a standard agenda quickly emerges, so that you can get to the point quickly and efficiently. Each area reports on the relevant topics and then a joint decision is made on what needs to be done.
We list "communication" in our recommendations for action directly under "Rapid Actions" for good reason. What about internal communication: How do the managing directors and other stakeholders communicate with the workforce, which is facing a completely new situation?
Leadership is essential, especially in times of crisis. Employees have uncertainties and fears, but some are also overworked because many simply have a lot to do. This can be countered with good, targeted communication. What is new about the Corona situation, and what makes it even more difficult, is that direct communication is only possible to a limited extent because of the risk of infection. You can't just gather employees together and send the messages you'd like to send. Direct communication is only possible in smaller groups. Management therefore communicates via e-mails or even notices.
Here it is immensely important to use the appropriate mediators for the messages - I am thinking here of the respective department management. They must adhere to certain communication guidelines. In this way, companies can ensure that the minimum standard for internal communication is adhered to and that the messages they want to convey are also conveyed appropriately.