Leading beyond the Great Disruption

A time for reflection, a time for reinvention

 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

The enormous health, economic, and

humanitarian challenges of the past year
have led to a Great Disruption that challenges
leaders to reinvent their organizations, with
an orientation toward sustainable growth,
resilience, and purpose.

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Executive summary
The COVID-19 global pandemic triggered one of the The three key shifts must be understood in the context of the
most significant global disruptions in recent history. evolving global health situation and of the interrelated trends
This Great Disruption—and the resulting shocks to economies, that are shaping individual, societal, and business behavior. The
health systems, and humanity more broadly—exposed impact and implications of these trends vary across industries
inherent weaknesses in the global economy and social fabric. and geographies.
Unsustainable business practices, rising geopolitical tensions,
ineffective public systems, amplified social inequalities, and The world will emerge from the Great Disruption, but leaders
changing expectations at individual and collective levels have should not expect a period of calm; rather, they can anticipate
reshaped the world over the past year. an environment that continues to be characterized by instability,
change, and uncertainty. At the same time, the pandemic
The Great Disruption has also offered leaders an opportunity has created tremendous learning opportunities for leaders,
to reflect, to incorporate learnings, and to set a bold, enduring providing the impetus for change as they reinvent their
path of reinvention for their enterprise. To embrace this enterprises for a better future.
opportunity, leaders and their teams should develop an aligned
perspective and plan across three key shifts:

1. Building more resilient organizations—

leading collaboratively across the organization
for legacy; intentionally solving for sustainable
growth; and embedding organizational
resilience and flexibility;

2. Humanizing work and workplaces—

adapting the nature and structure of
work itself, to unlock and support the
full potential of the workforce; and

3. Unlocking the value of digital—

capitalizing on the pervasive shift to
digital, making investments to generate
new sources of value.

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

The opportunity for reinvention:

three key shifts
There is rising optimism for an emerging ‘end’ to the pandemic.
Still, the most likely future reality is protracted months and Key Shifts
indeed years of uneven and unforecastable virus management.
Leaders will need to continue balancing ongoing health risks
with a rising yearning for stability. Building more resilient Leading collaboratively for legacy
organizations 1 Leading unified, bold and decisive action
Despite the ongoing uncertainty, this is a moment of this has three facets to produce a lasting legacy
opportunity, a time for leaders to reflect, learn, and set
a bold path of reinvention for their enterprises. It is an Solving for sustainable growth
opportunity to emerge from the pandemic as a growing and Making intentional choices that create
purpose-led organization, with an undisputable and enduring sustainable growth opportunities
legacy. This requires a strategy that is both sustainable and
resilient, embracing three key shifts that will define the future
Embedding organizational resilience and flexibility
of the enterprise.
Building optionality and flexibility across the
organization and network
These three shifts and their facets should be considered
through the lens of growth and opportunity, with decisions
being made to appropriately position and reconfigure
organizations to become more resilient and able to realize
future ambitions. Humanizing work and Adapting the nature and structure of work to
workplaces 2 unlock the full potential of the workforce

Unlocking the Capitalizing on the pervasive shift to digital

value of digital 3 and the new sources of value this creates

Source: Deloitte Global

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Building more resilient organizations Leading collaboratively for legacy

There are several facets to building more resilient organizations, The key traits of a successful leader have evolved through the
each of which needs to be considered as part of a cohesive pandemic. ‘Kinetic leaders’, with future-oriented mindsets
set of decisions. and the courage and discipline to make and execute on bold
decisions at pace, will be rewarded. These leaders do not wait
for change—they instigate it.1

Equally important is teaming. Organizations that comfortably

orchestrate inclusive collaboration across cross-organizational
teams will create better outcomes by operating as integrated
decision-making units. HP’s successful decision to split its
businesses was made through a cohesive C-suite approach,
allowing the company to thoroughly consider and rapidly
respond to shifting marketplace needs.2 Leaders should
assess their teaming effectiveness and their ability to align on
and support progress across shared goals and initiatives. To
create an enduring legacy, bold and decisive actions should
be coordinated and well-orchestrated—a goal that has proved
elusive for many organizations.

• What changes to ways of working, roles, responsibilities,

and structures could enable your executive teams to
discuss, debate, align on, and execute with pace the
critical decisions that face the business?

• How can cross-disciplinary, team-based collaboration

be enhanced to make the most of your leadership’s
individual and collective expertise?

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Solving for sustainable growth Embedding organizational resilience and flexibility

Consumers and society increasingly expect businesses to Improving an organization’s resilience is both essential and
take the lead in addressing matters of health, equity, and the multifaceted, requiring mindsets to change from a pure focus
environment. Business leaders must understand the impact on efficiency toward greater flexibility, with a corresponding
of their growth beyond the bottom line, ensuring that focus, investment in adaptable practices and systems. Key to this
investment, and management systems support intentional is reimagining the role of the organization in the broader
choices to create growth that is indeed sustainable. ecosystem, building aspects of redundancy into the value chain
through strategic networks and partnerships, and achieving
Increasingly, organizations with proactive positions on ESG end-to-end value chain illumination.
(Environmental, Social, and Governance) matters are realizing
superior value creation, including top-line growth through new US agricultural equipment manufacturer, AGCO, was able
markets and revenue streams, productivity improvements, to maintain operations in China and Europe through the
cost efficiencies, and organizational resilience.3 Studies are now pandemic and resulting global supply chain disruptions,
clear that consumers prefer to buy from sustainable brands and due to its robust and timely risk management assessments
companies, and are willing to spend more on these purchases. 4 and contingency plans.6 Seasoned processes and systems
enabled rapid decision-making, with priorities and trade-offs
Internally, adopting values-based approaches is becoming already well understood.7
essential in attracting and retaining talent, with greater
emphasis being placed on purpose-driven work. Meeting Staying ahead of potential risk factors is critical to ensuring
socially responsible goals will also improve access to capital, operational continuity throughout crises. Successful
with ESG-oriented funds expected to account for half of all enterprises will have a resilience mindset and supporting risk
professionally managed investments within five years.5 Solving management systems, with investment extending beyond
for sustainable growth will no longer be a nice-to-have, but a top the supply chain into the domains of workforce, core systems,
strategic priority and a core source of growth and advantage. cybersecurity, and facilities.

• How might your organization leverage sustainable • Which of your organization’s operations and processes
business practices and shifting customer and need to be adjusted with a resilience mindset and
investor expectations to generate new sources of necessary investments, to ensure operational continuity
sustainable growth? during times of disruption?

• How could your organization be a catalyst for progress in • Does your organization have a full and transparent view
matters of health, equity, and the environment? of the ecosystem it is part of and the end-to-end value
chain, including the illumination of all suppliers and
their sub-suppliers?

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Humanizing work and workplaces Unlocking the value of digital

The nature and role of work has been redefined around the The next generation of digital innovation will be pivotal
globe. Leaders are being challenged to reimagine work, the in advancing business performance, combining physical
workforce, and the workplace, creating a window of opportunity and digital worlds to deliver new sources of advantage. A
to humanize work for the better. Clarifying and aligning teams strategic approach that embraces the three converging
around the organizational mission and purpose is key to trends of data, digital, and cloud is crucial for organizations to
motivating and empowering an evolved workforce.8 Equally generate new value and innovation, and differentiate. Simply
important is understanding and supporting people in fulfilling put, digital possibilities must shape strategy, and strategy
their potential, using technology, hybrid work models, or other shape digital priorities.12
tools to drive human connection, innovation, and creativity.9
How its leaders lead and inspire their teams may be an The exponential rise in the availability and accessibility of
organization’s truest opportunity to differentiate. data and artificial intelligence offers the potential to monetize
new business models, and enhance insight generation and
US software company, Salesforce, has given its employees their decision-making. Over the pandemic, Rip Curl, the Australian
choice of hybrid work models, introducing three categories of surf wear company, built upon its earlier cloud investments to
work that allow for varying levels of in-person and virtual time.10 focus on growth supported by intelligent analytics, enabling the
The company is also redesigning its office spaces to facilitate entire organization to access new data analytics capabilities.
the types of collaboration and connectivity that people look for Resulting improvements have been seen in store and inventory
when they choose to journey into the office.11 management, customer and employee experience, and sales
strategy development and execution.13
Leaders must also consider the changing relationship
between employer and employee. Globally, many employment Yet, as digital technologies are increasingly embedded into
regulations and contracts have grown outdated as the nature business models and workplaces, a heightened need for
of work has been re-drawn. When considering the shape of the digital security arises. Data privacy risks need to be thoroughly
organization post-pandemic, executives will be challenged to re- understood, and investments made in appropriate risk
consider the social constructs entwined within employment. mitigation and issue remediation strategies.

• How does your work, workforce, or workplace need to be • What new sources of data have become available to your
reimagined to align your people around your mission and organization, and how can these be used to derive value
empower them to realize their potential? and differentiation, whether through enhanced customer
or employee experiences, operational efficiencies, or
• What organizational systems and processes need to
other data monetization strategies?
be re-examined to embrace the changing paradigm of
traditional employment, including balancing the physical • What investments in your digital and data capabilities
workplace with a hybrid model of work? need to be made or realigned to realize the value of data,
artificial intelligence, and other emerging technologies?
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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

The forces behind the shifts:

individual, society, and business
The Great Disruption has led to widespread innovation,
technological advancements, and re-calibration of previously
stable trends. These trends will likely frame how leaders address
reinvention opportunities for their organization and develop
more sustainable paths to grow post-pandemic.

Like world-altering events of the past, the current pandemic

has fundamentally and indelibly changed our world, altering Society Individual Business
how individuals behave, how society interacts, and how
businesses operate. Understanding and evaluating industry and
geography-agnostic trends across these dimensions is critical to
setting a bold path forward.

Politics & Citizen Colleague Organisational

policy resilience

Public Customer Digital

interest backbone

Source: Deloitte Global

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Forces on the individual:

as citizen, customer, and colleague
An examination of the future environment As citizens: individuals are reconsidering As customers: individual preferences As colleagues: individuals were forced to
begins with an understanding of the how they interact with each other, their have shifted in terms of what to buy, how re-examine the boundaries of their work
broad behavior changes that have arisen society, and their government. Emerging to buy, where to buy, and what is valued. and wider lives. Jobs, the composition of
in individuals—as customers, colleagues, from mandated lockdowns, restrictive travel, Consumption patterns and channel work, and organizational hierarchies are
and citizens. It is with individuals that trust and physical distancing, citizens now seek a preferences continue to evolve as does being challenged not only by technological
is developed; brands and experiences are balance in their interactions in a hybrid digital sentiment for more sustainable approaches advancements but also by a drive to achieve
created; value is delivered; and employment, and physical world, while remaining safe and tailored to individual specifications. flexibility, connection, and purpose.
meaning and wages are gained. secure in both.

Forces relating to an individual’s changing

behavior and sentiment can be considered
across three overlapping aspects:

Individual (Rollover icons for more information)

Citizen Customer Colleague

Transparent Government
Next Gen Commerce The Meaning of Work
Increased transparency and
Proliferation of online sales, contactless Increased desire for purpose driven work
accountability expected from
interactions and virtual experiences to motivate employees
governments

Limits of Virtual End of One-Size Fits All New Ways of Working

Accelerated adoption of digital Emergence of increasingly niche Deconstruction of work creating
technologies, to complement rather than customer segments requiring more flexibility and challenging the paradigm of
replace physical experiences nuanced value propositions traditional employment structures

Conscious Consumption
Trust & Consent Work from Anywhere
Closer scrutiny of global supply chains
Increased collection of personal data Greater understanding of when to use
and a shift to local shopping has
raises privacy concerns virtual mobility
reinforced sustainable habits

Source: Deloitte Global

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Forces on society:
Leading beyond the Great Disruption | A time for reflection, a time for reinvention

politics, policy, and public interest

The changes happening at an individual level are only one
part of the story. Over the past year, previously stable Society (Rollover icons for more information)
societal trends have been altered dramatically, while new
trends have emerged.
Politics & Policy Public Interest

Shifts in the global balance of economic power are

Rise of the East Equity & Inclusion
expected to accelerate post-pandemic. The re-balancing
Shift of power from West to East, Exacerbated inequality has
of power from West to East has been reinforced with the
resulting in the emergence of disproportionately impacted the world’s
strengthening of parallel systems, standards, practices,
parallel worlds most vulnerable
and approaches. Despite strong lobbying for a globally
coordinated, multilateral approach to managing the
pandemic, what eventuated was far from this.26 The Balancing Borders Sustainable Re-development
scattered approach to a worldwide threat highlighted the Governments must balance growing Increased understanding of the
decline in globalism of recent years and, coupled with the nationalist sentiment against immigration interconnectedness of global health,
rise in populism, threatens successful ongoing pandemic needs and opportunities economic and social challenges
management, let alone recovery and rebuild.27

The pandemic tested the role of government and the Climate Action
Economic Hangover
broader community in sustaining the good order and Increasing public interest to act on the
Persistent economic scarring offset by
advancement of the general population. Preservation broader ecological, environmental, and
record government stimulus
of ‘public interest’ has been used to reshape measures, existential climate threat
regulations, and social norms over the past year. Media,
politicians, academics, and citizens alike have questioned
the degree of powers used and the resulting impacts on Source: Deloitte Global
liberties, in return for public health and wellbeing. Yet,
despite the surge in interventionalist and socially oriented
approaches from many governments, inequality and social
justice remains a complicated global issue.

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Forces on business:
Leading beyond the Great Disruption | A time for reflection, a time for reinvention

organizational resilience and the digital backbone

In the post-pandemic business environment, risk,
adaptability, and sustainability have emerged Business (Rollover icons for more information)
as key themes.

Organisational Resilience Digital Backbone

The pandemic brought into focus the importance of
building resilience into organizations. This involves
managing consumer demand variability more dynamically, Dynamic Demand Management Digital Infrastructure & Industry 4.0
investing in operational continuity capabilities, and Increased need for dynamic demand New need for technology upgrades as a
ensuring supply chains are both secure and synchronized. management capabilities result of mass digitisation
These are not new concepts; however, the differentiated
returns of companies with these capabilities highlight their
ongoing importance.
Operational Continuity Big Business in Big Data
Underpinning business trends is the generational shift that Greater desire to invest in resilience over Surge in data availability creates new
businesses and governments are experiencing in building efficiency in operations opportunities for organisations
their digital backbone—mass migration to the cloud and
the associated enhancements in digitization, data, artificial
intelligence, and cybersecurity. Securing the Supply Chain
Cyber Security
Increased need for digital supply
Increased digitisation creates concerns
networks to enable end-to-end visibility
about data security, inclusion and identity
and agility

Source: Deloitte Global

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Conclusion: emerging hope amid
Leading beyond the Great Disruption | A time for reflection, a time for reinvention

continued uncertainty
It goes without saying that the COVID-19 pandemic has had As leaders look beyond this Great Disruption, they must remain
unimaginable and deeply tragic human and societal implications attuned to the reality that the virus and resulting health risks
that will be felt for many years to come. Despite the global will remain for many years to come. Thus, decisions and
vaccination rollouts and ongoing heroic commitment of health investments regarding the future of the enterprise must be
systems and front-line workers, it is still unknown how the virus made with a mindset oriented toward reinvention rather than
may mutate and impact the future efficacy of treatments and ‘returning to normal’.
corresponding waves and spikes in infection rates.
Leading beyond the disruption and toward a new world will
Hopeful emergence from the pandemic will depend on two require action. The three key shifts that necessitate reinvention
critical uncertainties: the efficiency and efficacy of vaccination should be understood and addressed, and the learnings gained
rollouts, and the effectiveness of wider government stimulus from the pandemic experience used to make decisions. All of
and policy responses.51 These two dimensions frame a set of this must be done within the context of trends that continue to
plausible scenarios that should influence leaders as they reflect shape economies and societies more broadly.
on their ambitions for the future.
Leaders that adopt an agile mindset and willingness to act have
Widely distributed a rare opportunity to reinvent their organizations and create
and accepted
a legacy that defines the future for businesses, societies, and
individuals around the world.

What is your opportunity?

Vaccine distribution/adoption

Hard A new
rain dawn

Less More
Government response
effective effective
Endless
Sunshowers
winter

Poorly and unevenly distributed,

weak/mixed acceptance
Source: Deloitte Global

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Acknowledgements
Authors

Jeremy Drumm Heather Stockton

Consulting Offerings Leader, Deloitte Asia Pacific Consulting Offerings Leader, Deloitte Global

Contributors

Alexander Tan Jean-Marie Voon

Principal, Monitor Deloitte Australia Senior Manager, Monitor Deloitte Australia

Ben Coffey Tessa Skinner

Manager, Monitor Deloitte Australia Consultant, Monitor Deloitte Australia

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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

Endnotes
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 Leading beyond the Great Disruption | A time for reflection, a time for reinvention

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