SURVIVING THE NEW NORMAL, PREPARING THE NEXT ROUTINE,

AND ACTUALIZING THE POST TRANSFORMATION

SURVIVING THE NEW NORMAL, PREPARING THE NEXT ROUTINE,
AND ACTUALIZING THE POST TRANSFORMATION

JACKY MUSSRY
JACKY MUSSRY
CHIEFCEO AND DEAN
EXECUTIVE MARKPLUS
OFFICER, INSTITUTE
MARKPLUS INSTITUTE

YOSANOVA SAVITRY
YOSANOVA SAVITRY
CO MARKPLUS
CHIEF OPERATION, INSTITUTE
MARKPLUS INSTITUTE

BERNARD TOGU
BERNARD TOGU PARLINDUNGAN
PARLINDUNGAN
ORGANIZATION
ORGANIZATION AND
& CITIZEN CITIZEN DEVELOPMENT
DEVELOPMENT MANAGER,MANAGER
MARKPLUS, INC.

IQBERENSKA ERNAWAN
IQBERENSKA ERNAWAN
ORGANIZATION
ORGANIZATION AND
& CITIZEN CITIZEN DEVELOPMENT
DEVELOPMENT MANAGER,MANAGER
MARKPLUS, INC.
 MANAGING
LEARNING ORGANIZATION
01
IN THE CRISIS ERA
The Crisis Era
Surviving the New Normal:
The Learning and Development, a vital
HR function, has been playing an essential role
in companies for many decades. This depart-
ment puts trust in whatever high-level manage-
ment has decided to survive and grow business-
es. This time is no exception.
COVID-19 outbreak impacts most
industries in both positive and negative ways.
Some of them face considerable challenges in
surviving their businesses. The drastic decrease
in customer demand, the difficulty in operation
management, and the anxiety among employ-
ees lead to ambiguity in critical decision making.
On the other hand, several industries
experience a windfall, such as telecommunica-
tion and logistics industries. The number of
customers increases all of a sudden, along with
the increase in willingness to pay. This windfall
situation seems favorable; however, unpre-
paredness causes mischance. Therefore, this
human-oriented function should take the lead
to keep the organization going stable in the era
of crisis.
STORM
SURVIVING
PREPARING
WINDFALL
SERVICING SHORT-TERM
Figure 1. Short-term and long-term planning
MANAGING A LEARNING ORGANIZATION IN THE CRISIS ERA
As the backbone in the organization,
first, in action, HR needs to understand how
hard the crisis hit the business in the company.
The aspects of customer segments and the
readiness of industry players can provide a hint
about the reality.
Most companies with the older - age
generation and low-income communities as
dominant customer segments encounter harder
hit from the crisis. Along with that, companies
with dominant customer-facing processes and
labor-intensive industries have a higher risk.
In contrast, some companies enjoy a
softer blow. The situation might not be prefera-
ble for a shorter run, but allow setting up inno-
vation in their business model. The crisis has
turned out numerous companies to realign their
strategies in the longer term.
Therefore, a learning organization is a
must for companies to focus on. Agility means
strong leadership, a relevant learning process,
and a supportive learning environment.
ACTUALIZING
LONG-TERM

HARDER HIT
Older - age generation who are
digital immigrants and tech
loggards
Low-income communities with
limited access to Internet
Businesses with dominant
CUSTOMER customer-facing processes
SEGMENTS
Labor-intensive industries
Figure 2. Customer and industry readiness
A learning organization gives the advan-
tage for companies to be agile in responding to
the crisis. There are three modes at least:
surviving or servicing, preparing, and actualiz-
ing. Surviving or servicing mode is the first plan
that companies need to make sure of. In the era
of crisis, there is no sufficient time to execute
what companies have planned in the first place.
The aggressive expansion plan or the huge
investment in innovation is impossible to
happen in this situation.
Whether companies enjoy windfall or
storm, the mindset of short-term goals is the
top priority. The decision-making process is in
urgency. Companies can gain maximized
fortune or hold back big losses in the uncertain-
ty. The surviving or servicing mode needs the
state of leadership the most. Since speed of
thinking process is the key, organization which
already has leadership that reinforces learning
will save the company’s business.
MANAGING A LEARNING ORGANIZATION IN THE CRISIS ERA
02
SOFTER BLOW
Younger - age generation who are
digital natice and tech savvy
Affluent segments with better
access to Internet
Businesses with highly digital
INDUSTRY processes
PLAYERS Industries with lean organizations
When the situation is getting better, the
organization will be in the preparation mode.
The crisis starts to fade that raise the mind of
positivity and optimism. The crisis has shaped
the new normal that cause the next routines in
the organization. Spontaneous and nimble
leadership are no longer dominant. The prepar-
ing mode will help companies to standardize
the best practice of the disorder situation.
It is time to train people, demonstrate
concrete learning, and monitor the progress of
the next routines. HR function needs to develop
a systematic problem solving by learning from
past experiences. Experiments and learning
iteration supports the process with the expecta-
tion of continuous improvement. By then,
companies will have equipped the next gover-
nance to prepare an unfavorable crisis in the
future.
 G
03
IN
IV
RV
SU
G
IN
IZ
AL
TU
AC
Every organization is always learning t0
find its balance. Leadership and learning
processes have governed the organization to
stay stable. The ultimate one is the mode of
actualizing the post-crisis. The supportive
learning environment is the key to smoothen
this final mode.
A supportive learning environment
means building a culture that consists of
psychological safety, appreciation of differenc-
es, openness to a new idea, and time for self-re-
flection. It is essential for organizations to
always encourage individuals to be confident in
sharing innovation. Organizations that have
those aspects of culture are more set to chal-
lenge the crisis in the future.
MANAGING A LEARNING ORGANIZATION IN THE CRISIS ERA
Leadership that
Reinforces Learning
PR
EP
A RI
NG
The Learning Organization
Preparing the Next Routine
To get the baseline data, MarkPlus con-
ducted an online survey to 42 HR executives from
various industry sectors, such as consumer goods,
technology, healthcare, resources, and automo-
tive industry sectors. There are 53 questions in
total which comprise three main parts: leadership
that reinforces learning, learning environment,
and learning process in an organization.
The relationship between managers and
subordinates, the role of managers in handling
different opinions, and the intention of managers
in making time for listening problems, are several
essential questions in the leadership part.
The learning process part talks about the
procedure of experimentation, method of infor-
mation transfer and collection, and education and
training. On the other hand, the learning environ-
ment part consists of psychological safety, appre-
ciation of differences, openness to new ideas, and
time for reflection. These questions aim to
analyze the organization's readiness in tackling
the crisis.
 The scores given by the respondents
show that most companies have different
focuses on how their organizations set up a
learning culture. The supportive learning envi-
ronment hits the highest median score across all
aspects of psychological safety, appreciation of
differences, and time for reflection.
Companies that have a more secure
learning environment will take benefit in
sustaining their business. The second-highest
median score is the role of leadership that
reinforces learning. Leadership is critical in the
era of crisis since prompt decision making is a
must.
Figure 4. Scores for the Learning Organization Survey
MANAGING A LEARNING ORGANIZATION IN THE CRISIS ERA
Companies will have resilience in surviv- 04
ing or servicing mode. It is leadership that saves
businesses. The lowest score given by the
respondents is the learning process and practic-
es. This aspect is about how an organization can
set up a system of learning.
In general, most companies that
successfully get through a crisis will need new
procedures, improved methodologies, and
good practices to reinforce the people in the
organization. Without having clear governance,
companies will face difficulties in shifting to
actualizing mode.
05 Tools for Management:
Actualizing the
Post Transformation
Surviving or servicing, preparing, and Secondly, organizations should develop
actualizing are the sequential modes in the era the learning process and practices in line with
of crisis. However, a learning organization can the first step. This step requires companies to
do precautions by formulating and predicting set up learning procedures by developing
the learning future. specific methods. For example, companies shift
from offline to the online method in this
The template of the transformed learn- work-from-home situation. Finally, companies
ing organization below aims to guide organiza- need to build a learning culture by creating a
tions to be agile in experiencing a crisis. The contented learning environment.
template includes three steps. The first step is to
revisit the learning goals by evaluating the
consistency between learning programs and
company vision.

1
LEADERSHIP THAT REINFORCES LEARNING

Company Vision Target Capabilities Data and Information Pull Act

Transformed Goal Statement

2 3
LEARNING PROCESS AND PRACTICES LEARNING ENVIRONMENT

Knowledge Source Inventory Expert Across Industrial External Content

Offline Method Online Method Executive Across Department/Divison

Mindset Knowledge Skill

Instruction Introspection Immersion
Assessment Assessment Assessment

Figure 5. Learning Organization Tools

MANAGING A LEARNING ORGANIZATION IN THE CRISIS ERA

References:
Kartajaya, Hermawan (2020).
Surviving the Corona, Preparing the Post: “It Will Never Be the Same Again”. MarkPlus, Inc.

Setiawan, Iwan (2020).

Digitalization Strategies Amid COVID-19: One Size Doesn’t Fit All. MarkPlus, Inc.

Garvin, David A., Edmonson, Amy C., & Gino, Francesca. (2008).
IsYours a Learning Organization? Harvard Business Review.

For information, please contact:

Yosanova Savitry
+62 813 1094 8299
yosanova.savitry@markplusinc.com
SURVIVING THE NEW NORMAL, PREPARING THE NEXT ROUTINE,
AND ACTUALIZING THE POST TRANSFORMATION