Before COVID‐19, many organisations had already adopted remote working policies and virtualised their IT infrastructure, driven by the desire to support mobile workforces and secure data and systems. These investments are now enabling the largest work at home experiment the world has ever seen. Yet as the pandemic worsened, some organisations still had a culture of presenteeism (in offices or online), even if the work didn’t require it. This has had to change, and smart organisations will build on the lessons we are learning today, for the long‐term. Doing so will naturally improve resilience, flexibility and employee engagement. Many organisations have already set up a COVID‐19 cross‐functional office to direct crisis management, and the benefits of the silo‐busting nature of the work are becoming evident. Leaders should plan to transition this into a Transformation Management Office (TMO) to lead and manage longer‐term operational change that builds on the lessons of the COVID‐19 crisis. A TMO brings a rigorous focus on value delivery, coordinates activity across the organisation, provides an innovation hub to drive the adoption of best practices and promotes organisational agility. All helping to sustain long‐term success. They can drive accelerated programmes across virtualisation, automation and agility to create more agile digital businesses that respond ever better to both challenges and opportunities. Source: Steel, C. [n.d]. COVID‐19 will change business as usual forever, PA Consulting. [Online]. Available at: Q.2.1 Assess the impact of organisational culture when dealing with strategic change, with application to the article. Q.2.2 Recommend virtual worlds for global information management, with examples from the article. Q.2.3 Discuss new organisational forms supported by ICT with reference to the article
Before COVID‐19, many organisations had already adopted remote working policies and
virtualised their IT infrastructure, driven by the desire to support mobile workforces and secure
data and systems. These investments are now enabling the largest work at home experiment the
world has ever seen.
Yet as the pandemic worsened, some organisations still had a culture of presenteeism (in offices
or online), even if the work didn’t require it. This has had to change, and smart organisations will
build on the lessons we are learning today, for the long‐term. Doing so will naturally improve
resilience, flexibility and employee engagement.
Many organisations have already set up a COVID‐19 cross‐functional office to direct crisis
management, and the benefits of the silo‐busting nature of the work are becoming evident.
Leaders should plan to transition this into a Transformation Management Office (TMO) to lead
and manage longer‐term operational change that builds on the lessons of the COVID‐19 crisis.
A TMO brings a rigorous focus on value delivery, coordinates activity across the organisation,
provides an innovation hub to drive the adoption of best practices and promotes organisational
agility. All helping to sustain long‐term success. They can drive accelerated programmes across
virtualisation, automation and agility to create more agile digital businesses that respond ever
better to both challenges and opportunities.
Source: Steel, C. [n.d]. COVID‐19 will change business as usual forever, PA Consulting. [Online].
Available at:
Q.2.1 Assess the impact of organisational culture when dealing with strategic change,
with application to the article.
Q.2.2 Recommend virtual worlds for global information management, with examples
from the article.
Q.2.3 Discuss new organisational forms supported by ICT with reference to the article.
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