TOPIC: Post-Pandemic world & Reimagining the Future Organizations

GROUP MEMBERS:
Kishore G.N FT-23-425
Gurpartap Singh FT-23-466
Sohini Das FT-23-467
Himanshu Sharma FT-23-475
Purul Pattnaik FT-23-478

ACKNOWLEDGEMENT

1
We are really grateful of the fact that we have been able to complete this project within the given
period of time. First and foremost, we would like to thank our Organizational behavior professor,
Prof. Sunita Singh Sengupta for giving us this opportunity to work on such an enlightening topic that
required us to go deep into various research papers and cases to come up with the required results,
not only helping us understand the topic but also widening our knowledge in a broader sense.

This project would also not have been completed if it was not for the contributions of each and
every member i.e., Gurpartap Singh, Sohini Das, Himanshu Sharma, Kishore G.N and Purul Pattnaik,
who worked hard helping one another throughout the way to facilitate the successful completion of
the said project.

2
Post-Pandemic world & Reimagining the Future Organizations – Quick Service Restaurant Industry

CASE: McDonald’s

Introduction:

McDonald's, a global restaurant chain present in nearly 120 countries since 1955, possesses vast
experience in adapting to changing business landscapes. Although pandemic preparedness was part
of their risk program, the unforeseen impact of COVID-19 pushed the company to act swiftly.
McDonald's readiness, health and safety expertise, and supply chain planning became crucial. Bill
Garrett, the Senior Vice President leading the U.S. Covid-19 response team, highlighted that dealing
with the pandemic became a collective effort. They revaluated menus, operational procedures, and
customer and employee service across restaurants and corporate offices, all with a primary focus on
safety.

Impact of Pandemic:

In response to social distancing guidelines, fast-food restaurants have had to reconfigure their
layouts. They've implemented temporary plastic shields on counters, along with visual markers like
floor warning tapes to ensure appropriate spacing between customers. The advantage of using tape
over paint is its easy removal should requirements change. Restaurants have also adapted cleaning
routines, incorporating daily deep cleans and more frequent spot cleaning of high-touch surfaces
and high-traffic zones. Additionally, fast-food establishments have introduced hand sanitizer stations
and increased the availability of sanitizers in kitchens, dining areas, and restrooms to uphold safety
standards.

McDonald's Corporation reported a more significant than anticipated decline in global same-store
sales due to the closure of its worldwide locations during the outbreak. During the second quarter
ending on June 30, global same-store sales plummeted by 23.9%, primarily affected by major
international markets such as the United Kingdom, France, and Latin America. In the United States,
same-restaurant sales dropped by 8.7%, which, while still substantial, fared slightly better than the
expected 9.97% decrease, mainly because many locations managed to stay operational through
drive-thru and delivery services.

Amid the pandemic, numerous fast-food establishments, including McDonald's, have embraced
online delivery and payment options to minimize interpersonal interactions. McDonald's effectively
utilized its core strengths, such as a commitment to safety, a robust brand presence, and community

3
engagement. This strategy not only bolstered support for both employees and customers but also
reinforced strategic investments made prior to 2020, allowing the company to navigate the
pandemic's challenges successfully.

McDonald's maintained its focus on implementing pertinent technologies and enhancing product
offerings to provide customers with a safer and more convenient experience. Notably, 65% of
McDonald's outlets globally offer drive-thru facilities, with nearly 95% of the approximately 14,000
U.S. locations featuring this service. The company bolstered its Drive-Thru services, promoting
inclusivity with initiatives like Ride-Thru and Park-Order-Pay, accommodating customers in various
vehicles. As a result, McDonald's experienced a significant growth in Delivery and Drive-Thru
services, contributing to 60% of total sales, driven by innovations and increased adoption of cashless
payment methods, with an anticipated 28.6% rise in 2020.

McDonald's is actively exploring innovative strategies to leverage its competitive advantages. Among
its experiments, the company is piloting a mobile ordering and rapid pickup lane, which could
include a conveyor belt for efficient food transport. Another initiative is the "on-the-go restaurant
concept," designed for drive-thru, takeout, and delivery, with minimal indoor seating. McDonald's is
also developing a digital growth engine called My McDonald’s, unifying digital and customer-facing
technology like in-store kiosks, outdoor digital menu boards, and versatile payment methods.
Additionally, the company is testing front-of-restaurant mobile order pickup, employing the ID at
COD system, allowing customers to verify their orders via kiosks, mobile apps, or drive-thru
interactions.

In today's world, technology permeates every aspect of our lives, simplifying tasks and enhancing
efficiency. Particularly during the COVID-19 pandemic, technology has played a pivotal role in
minimizing physical interactions and ensuring safety, notably within the fast-food industry. Fast-
food sector embrace technology to revolutionize the ordering and payment processes. By
introducing in-table ordering and payment systems through tablets or applications, customers can
place orders and settle bills without direct contact with staff, possibly utilizing QR codes. This not
only enhances convenience but also alleviates concerns about leaving the table, fostering a more
secure dining experience.

Conclusion:

The fast food industry has witnessed significant shifts in organizational behaviour due to the
profound impact of the COVID-19 pandemic. These changes include:

4
  Accelerated Digital Transformation: The pandemic has expedited the adoption of digital
transformation in fast food establishments. Many have integrated online ordering, mobile
payment options, and other digital technologies to enhance the customer experience while
reducing in-person contact between customers and staff.
 Heightened Emphasis on Safety and Hygiene: Safety and hygiene have become paramount
concerns within the fast food industry. New protocols have been implemented to rigorously
clean and disinfect surfaces, ensure safe food preparation, and safeguard employee health.
 Enhanced Work Flexibility: Fast food restaurants have become more flexible in their
employment arrangements, offering staff greater flexibility in terms of working hours,
compressed workweeks, and alternative work setups. This adaptability is proving effective in
attracting and retaining top talent.
 Prioritization of Employee Well-Being: The pandemic has underscored the significance of
employee well-being in the fast food sector. Recognizing the impact of mental health and
resilience on productivity and engagement, many establishments are investing in programs
and resources to support their employees' overall well-being.

Post-Pandemic world & Reimagining the Future Organizations – Media & Entertainment Industry

Introduction

The media and entertainment industry is a diverse and ever-evolving sector encompassing various
forms of content creation, distribution, and consumption. It includes television, film, music,
publishing, radio, gaming, advertising, and digital media. This global industry shapes culture,
influences public opinion, and provides entertainment on a massive scale. Key players range from
traditional media conglomerates like Disney and Warner Media to digital disruptors such as Netflix
and Amazon.

Digital transformation has reshaped the landscape, with streaming services, social media, and online
content creation altering how audiences engage with media. Challenges like piracy and copyright
protection persist, while diversity and inclusion efforts gain momentum. The industry's impact is
profound, contributing significantly to economies, reflecting societal values, and serving as a
powerful platform for storytelling and artistic expression. As technology continues to advance, the
media and entertainment industry will remain at the forefront of innovation and cultural evolution.

5
Pre-Pandemic Media & Entertainment Industry

Before the COVID-19 pandemic, the media and entertainment industry were already undergoing
significant transformations due to changing consumer habits and technological advancements. Here
are some key characteristics of the industry before the pandemic:

1.Traditional Media: Traditional media like television, film, and radio still held a prominent place
in entertainment. Cable and satellite TV services were common, and the box office continued to
thrive.
2.Streaming Services: Streaming platforms like Netflix, Amazon Prime Video, and Hulu were
growing in popularity but had not yet reached their current dominance. Disney+ and Apple TV+
had also recently entered the streaming market.
3.Print and Publishing: Print media, including newspapers and magazines, was facing challenges
due to the rise of digital publishing. E-books and audiobooks were becoming increasingly
popular.
4.Theatrical Releases: Movie theatres remained a primary venue for premiering new films, and
blockbuster releases were highly anticipated events.
5.Live Events: Live entertainment, including concerts, sports events, and theatre productions,
was a major revenue source. Ticket sales and live broadcasting were key components.
6.Gaming: The gaming industry was already massive, with both console and mobile gaming
experiencing growth. Esports was emerging as a popular spectator sport.
7.Content Production: Content creation and production were diversifying. Independent
filmmakers, YouTubers, and podcasters were gaining prominence alongside traditional studios.

Overall, the media and entertainment industry were in a state of transition, with traditional and
digital media coexisting and competing. The industry was adapting to evolving consumer
preferences and exploring new avenues for content distribution and monetization. The pandemic
accelerated some of these trends, particularly the shift toward digital streaming and remote
consumption of content, but many of the underlying changes were already in motion before it.

Impact of Covid on the Industry

According to Forbes article, in 2020 the entire global theatrical and home/mobile entertainment
market totalled $80.8 billion, the lowest figure since 2016 and a decline of 18% from 2019. The
sharpest decline was in theatrical revenue which dropped from $42.3 billion in 2019 to $12 billion in
2020. Theatrical entertainment accounted for only 15% of the total global entertainment revenue,
compared to 43% in 2019.

6
With shut-downs occurring throughout the globe, consumers relied on digital (video-on-demand,
streaming video and electronic sell through) for entertainment. The trend toward digital
entertainment was accelerated in 2020 as revenue climbed to $61.8 billion, an increase of 31%.
Digital media had accounted for over three-quarters of total theatrical, home/mobile entertainment
revenue. There are now 1.1 billion online video subscribers worldwide up 26% from 2019.

Conversely, physical (Blu-ray, DVD and rentals) entertainment revenue continued to decline. In 2020
digital entertainment totalled only $7 billion, less than half of the $14.9 billion in 2016. Globally
physical entertainment accounted for 9% of total revenue.

Post covid Media & Entertainment Industry

Streaming: Among the drivers in digital entertainment was the increase in online video
subscriptions. In 2020, with new launches and more content there were 308.6 million subscribers, a
year-over-year increase of 32%. Revenue from online video subscriptions grew by 35% in 2020,
totalling $24.7 billion.

Fewer TV Programs: With production studios temporarily closed in 2020, the number of original
scripted TV programs across broadcast, cable, premium pay and streaming dropped for the first time
since the number was tracked over a decade ago. In 2020 there were 493 scripted programs, down
from the record high 532 programs in 2019. With production delays, many television programs were
moved to the 2021-22 TV season. Moreover, it’s been reported the production slowdown has
affected streaming video. In the early months of 2021, the number of original shows on Netflix have
dropped year-over-year by 12%.

In 2020, television remains the primary screen for viewing video, accounting for 62% of time spent.
This was, however, a drop from 66% registered in 2019. For connected devices share of screen time
increased to 17% in 2020, from 13% in 2019. Mobile video accounted for 14% of time spent. The
report also notes that time spent viewing with subscription OTT grew by 34% in 2020, surpassing
one hour (71.8 minutes) for the first time.

Fewer Movie Releases: Similar to TV shows, the number of movies in 2020 dropped as studios
moved release dates into 2021 (and beyond). The report found there were only 338 theatrically
released movies in 2020, a year-over-year decline of 66% from 987 movies in 2019. Furthermore, in
2020, the estimated number of movies that began production declined by 45% totalling 447.

7
As the number of films and movie attendance plunged during the pandemic, financially imperilling
movie theatres, studios were seeking new ways to get video entertainment into homes and grow
revenue. This included the emergence of premium VOD (PVOD) which shortened the theatre
window for films to 17 days before becoming available for home video viewing at a premium cost.

Current trends in the Media & Entertainment Industry

Direct-to-consumer (D2C) model

A current trend in the media and entertainment industry, the D2C model is here to stay. It has the
edge over standard broadcast services in content personalisation and audience engagement.

D2C services drive customer loyalty through content-rich platforms and on-demand streaming
options while creating revenue-generation opportunities for providers through ads and
subscriptions. In 2023 and beyond, all sectors across the M&E industry will strengthen their D2C
presence and engage directly with their fanbases.

Live streaming

Live streaming is projected to be at the heart of M&E in the future. The global live-streaming
industry, currently valued at $1.49 billion, is expected to grow at a CAGR of 21.2%, reaching $3.21
billion by 2027.

Live streaming through OTT platforms, social media, and YouTube is becoming popular with the
increase in mobile devices and internet users. All social media platforms have an integrated live-
streaming feature.

Bundled streaming services

Although OTT platforms are hugely popular, they entail multiple subscriptions and toggling between
platforms. for varied content. Customers are now looking for more seamless and cost-effective
solutions with clustered offerings. In response, D2C service providers are gearing up to offer bundled
streaming services at lower rates compared to à la carte buying.

Influencer culture

With platforms becoming agnostic and community-driven, influencer culture is gaining widespread
popularity among audiences. Influencers connect deeply with their fanbases with unfiltered videos
and original content.

8
 A growing interest in social media, blurring lines between ‘celebrities’ and commoners, and easy-to-
use video applications are the key drivers of this media and entertainment trend.

Cloud gaming

Cloud technology is democratizing the gaming sector by reducing costs and eliminating platform
barriers. The advent of 5G and cutting-edge streaming technologies will spawn cloud gaming
platforms, allowing users to stream high-end graphic games on portable devices without investing in
expensive hardware. This trend will also benefit game creators, publishers, and platform owners by
creating revenue-generation opportunities through the cloud. ESports, a popular offshoot of gaming,
is also among the latest media and entertainment trends.

Data, AI, and automation

Leveraging data for insights, AI for content creation and management, and automation for streamlining
workflows will be important media and entertainment industry trends in the future. Some use cases of
digital technologies in the M&E industry are:

 Content optimisation through trend analysis

 Gauging audience engagement and disengagement levels

 Media stream scheduling
 Targeted advertising
 Audio annotation for voice services

In conclusion, the M&E industry is on the cusp of a digital transformation. The emerging trends
in media and entertainment point to a brighter future with customized digital offerings and
more immersive experiences.

Post-Pandemic world & Reimagining the Future Organizations – Construction Industry

1. Introduction

Construction companies had grown accustomed to navigating cyclical downturns, but the
unprecedented speed and severity of the COVID-19 pandemic left them facing unique challenges.
During this period, numerous projects were either postponed or canceled, and supply chains came
under significant strain. Ensuring the health and safety of both employees and subcontractors
became a paramount concern, compounded by the practical difficulties of implementing social
distancing measures on construction sites.

9
2. Pre-Pandemic Construction Industry

Prior to the emergence of COVID-19, the Construction Industry had consistently underperformed in
comparison to other sectors. Persistent challenges included sluggish productivity growth, limited
digital integration, and reduced profitability, which had plagued the industry for an extended period.
Additionally, the construction sector had long grappled with its distinctive and customized
construction methods, a fragmented ecosystem, and a significant reliance on manual labour
conducted on-site.

3. Post Pandemic Trends

Comprising 13% of the global GDP, the construction sector has historically exhibited reluctance in
adopting technology. However, the profound impact of COVID-19, coupled with labour shortages
and cost pressures, has ignited a transformation within the sector. Following are some of the trends
evident in transformation of various construction firms.

a. Increased Digitization: Industry organizations are adopting remote work practices, with
designers and engineers using digital collaboration tools like building-information modelling
(BIM). Leading professionals use 4D and 5D simulations for project planning, while integrated
digital twin solutions cover the entire project lifecycle. Online channels are used for employee
well-being, material ordering, resource management, and cash flow monitoring.
b. Vertical Integration: Industry players are presently pursuing vertical integration to enhance
efficiency, standardize processes, and gain more control over design and execution. Vertical
integration may involve increased reliance on direct labour, offering greater resilience.
c. Investment in Technology / Innovation: The construction industry was grappling with a
shortage of skilled labour even before the crisis hit. With ongoing physical-distancing measures
and labour movement restrictions, the scarcity of skilled workers is becoming more
pronounced. This emphasizes the growing importance of digital tools that enhance
productivity, including 4D simulation, digital workflow management, real-time progress
tracking, and advanced schedule optimization. To address these challenges, there is an uptick in
R&D spending to create standardized building systems for faster and automated design and
construction.
d. Companies undergoing complete Transformation: In addition to embracing technology,
enhancing resilience through vertical integration, and advancing sustainability efforts,
organizations are contemplating comprehensive business transformations in response to the
pandemic. This entails substantial shifts, including the reimagining of core values, revisiting
mission and vision statements, and restructuring the overall organizational framework. The

10
 pandemic has prompted a deeper reflection on fundamental aspects of businesses, encouraging
them to evolve not only in terms of technological adaptation but also in their fundamental
identity and operational structures to better align with the challenges and opportunities
presented by the current global landscape.
4. Tata Projects Limited – Business Transformation

Tata Projects stands out as a rapidly expanding and highly esteemed Indian Engineering,
Procurement, and Construction (EPC) company driven by technology. Their specialization lies in
delivering sustainable solutions for the successful completion of intricate urban and industrial
infrastructure projects. Additionally, they have established a robust presence in the domains of
refineries and petrochemical plants, showcasing their versatility and excellence in diverse sectors of
the industry.

Faced with the disruptions triggered by the pandemic, along with existing challenges such as labor
shortages and cost pressures, Tata Projects opted for a strategic business transformation.

Transforming Tata Projects Limited (Reimagining and Reinventing)

Before After
To make the world a more efficient, prosperous and safer
Transforming lives by building a better
Mission place by providing sustainable engineering construction
Statement world
projects and technology services
Delivering Predictable and Sustainable
Vision Among top 50 global infrastructure companies
Statement Projects through Innovation & Technology
4.1.Mission and Vision Statement

The revised mission and vision statements place a greater emphasis on sustainability, predictability,
technology, and innovation. In contrast, the previous statements were centred around efficiency,
competitive aspirations, and growth. This shift vividly illustrates how the mindset of both leaders
and businesses is evolving in response to the disruptions and uncertainties introduced by the
pandemic. The company is now prioritizing the acquisition of predictable and sustainable projects,
redirecting investments towards technology and innovation, instead of aggressively pursuing
numerous projects in a bid to become the leading infrastructure firm.

11
4.2. Values

Before After
a. Integrity
a. Safety and Integrity first
b. Pioneering
b. Accountability
Values c. Unity
c. Collaboration
d. Responsibility
d. Value Consciousness
e. Excellence

Previously, the company aligned its core values with those of Tata Sons and other Tata group
companies. However, the impact of the pandemic prompted a realization. As a construction firm
with a significant human workforce operating on-site and handling heavy equipment regularly, while
sharing foundational values with the Tata group, they recognized the need for different priorities.
Consequently, the revised core values now place a stronger emphasis on safety. Given the presence
of government clients and other government stakeholders, safety, alongside integrity, has become a
paramount priority.

4.3. Business Process Re-engineering

In the wake of the COVID-19 pandemic's impact on our rapidly changing world, agility has
transformed from a mere option to an imperative. To meet customer demands and effectively
navigate the ever-evolving market landscape, Tata Project recognize the importance of flexibility.
Consequently, Tata Projects is currently engaged in a comprehensive reassessment of their systems
and processes. They are streamlining and digitizing wherever feasible and harnessing the potential
of data analytics. Through this enhanced agility, they aim to respond swiftly to challenges, reduce
project delivery timelines, and sustain their competitive advantage within the construction industry
amidst the uncertainties posed by the pandemic.

4.4. Embracing Technology

The construction sector, known for its slower technology adoption, majorly in response pandemic, is
undergoing a transformative awakening towards tech-driven project delivery and digitalization. Tata
Projects is at the forefront, reshaping its strategic direction, envisioning its future: its footprint,
service innovations, technological expertise, distinctive value propositions, the impact it delivers to
stakeholders.

4.5.Focus on Risk Assessment and Risk Management

12
Introducing unprecedented level of uncertainties & volatilities, disrupting supply chains, making
operations vulnerable and rising concerns of employee and stakeholder well-being, the Covid-19
pandemic has underscored the importance of proactive risk management within organization.

Post-Pandemic World & Reimagining the Future Organizations - Banking Industry

Banking industry is one of the fastest growing industries in the world. After a period of consistency,
followed by a huge dip due to the pandemic, a new era in banking lies ahead of us.

Wherein around the world some banks have gone bankrupt due to the external forces the banking
sector is still showing positive signs of growth in the future and especially in India, the banking sector
has undergone a massive rehaul and is growing at a rapid rate helping boost the economy as well.

Covid 19 pandemic paved a way for a banking revolution in India. The banking industry has been one
of the fastest growing sectors in the country with digitalization taking centre stage helping India on
its road towards becoming a cashless company.

In India, the banking industry has come up with various new and creative ways of banking, such as
payment banks and small finance banks. They've also been working on making banking facilities
available to more people through PM Jan Dhan Yojna, etc. These efforts, along with improvements in
digital payments, new types of banks, the growth of Indian non-bank financial companies (NBFCs),
and financial technology (fintech) companies, have made it easier for more people to access financial
services and borrow money in India.

In India, the fintech industry is expected to be worth around $150 billion by 2025, making it one of
the biggest fintech markets in the world. There are more than 2,000 recognized fintech businesses in
India, and this number is growing quickly.

India has also made big advancements in digital payments. In fact, IMPS and UPI are two such
innovations which have gained massive popularity as the provide real time transfer of money and
have been accepted globally in countries like Dubai, Singapore etc.

Some Key trends observed:

1. Digitization of banks: Covid 19 was a catalyst for the digital age and banks also adopted to
the required scenario. All the major banks in India currently have their fully function

13
 websites and mobile apps which allow them to access their accounts from the comfort of
their homes and perform functions like fund transfer, invest, manage bill payments etc.

2. Rise of Fintech: Fintech industry has been on the rise with the shift towards a digital world.
Fintech companies have facilitated easier payments, investments, fund transfers, bookings
and other facilities for the users and with contactless payments gaining popularity during the
pandemic, these industries saw huge rise in users.

3. Focus on Sustainable Finance and ESG: With people putting more focus on climate and
environment, sustainable finance is a term that has been the talk of the town in recent
times. It includes financing projects involving financing environment friendly plants,
facilitating social investments in health and education, and increasing investments in ESG
solutions. While the global populace combats climate change, banks too are playing their
part in financing the transition to net-zero. Large Banks like JP Morgan and Bank of America
have recently invested trillions of dollars aimed at achieving ESG and sustainable goals.

Case Study: Starling Bank

This case focuses on Starling Bank, a UK-based digital bank founded in 2014 by Anne Boden, a
former banking executive. Starling gained significant investments and obtained a full UK banking
license before launching in 2017. Initially, it targeted retail clients with current accounts and debit
cards, and in 2018, it expanded into business banking.

As of January 2021, Starling Bank had over 2 million accounts, £5.4 billion in deposits, and £145
million in annualized revenue. It has raised nearly £700 million in total funding from investors,
including Goldman Sachs, Fidelity, Qatar Investment Authority, RPMI Railpen, and Millennium
Management. The bank's valuation reached £1.1 billion.

What makes Starling Bank particularly interesting is that it became one of the first retail-focused
digital banks in Europe to generate positive operating profits in October 2020 and has maintained
profitability since then. This case study aims to explore how Starling achieved financial success
during the COVID-19 pandemic, especially when many of its peers, despite being larger or older in
the market, are still struggling to break even. The study aims to uncover the factors contributing to
Starling's success and assess the role of the pandemic in its financial performance.

We see the impact of Covid-19 on key profitability factors, with a focus on Starling Bank.

1. Customer Number Growth Induced by Covid-19:

14
  Starling Bank experienced significant customer growth in both retail and business user bases
during 2020.
 Lockdowns and the pandemic forced customers to use digital channels for banking,
contributing to this growth.
 Research shows increased demand for finance mobile apps and fintech apps, indicating a
shift toward digital banking services.
 Current account switches to challenger banks were increasing even before the pandemic but
accelerated during it, with Starling Bank leading in customer switches.

2. Customer Behaviour Changes Induced by Covid-19:

 The pandemic led to an increase in the number of customers considering digital banks as
their primary bank accounts.
 Average deposits held by customers at Starling Bank increased substantially, reflecting
changes in savings patterns.
 Changes in spending patterns, especially international spending, impacted interchange
revenue.

3. Covid-19 Impacts on Different Product Archetypes:

 Starling Bank's revenue in 2020 was primarily driven by net interest income, mainly due to
government-backed business lending programs.
 Digital lenders not offering government loans faced losses due to defaults and late
repayments.

4. Covid-19 Impact on Digital Bank Fundraising:

 The number of funding deals in fintech dropped, but the total amount raised increased due
to larger funding rounds.
 Starling Bank successfully raised funds during the pandemic, allowing it to continue
operations and expand.
 Monzo had to cut its valuation to secure funding, indicating the negative impact of the
pandemic.
Overall, we see how Covid-19 influenced customer behaviour, product archetypes, and fundraising
within the digital banking industry, with a focus on Starling Bank as a case study.

15
Conclusion

From the above we can conclude that after the Covid 19 pandemic, there has been a drastic change
in the banking industry and how it works. Some of the key areas where there has been a change in
the banking workplace include:
1. Digitization of various process involving fund transfer, creation of accounts, bill payments,
card payments etc. This also led to the finding of a new buy now pay later feature on various
e-commerce sites where you could buy the products and pay the sum at your own
convenience
2. Change in the customer savings & spending pattern wherein the customers have become
more vary of where and how they are spending their money
3. Ease of communication and availability of information: With the introduction of online
payments like UPI etc, it has become easier for users to keep a track of their transactions
and gather any information related to their accounts readily.

Post-Pandemic World & Reimagining the Future Organizations – IT Industry

1. Introduction
The IT industry experienced a major upheaval due to the COVID-19 pandemic. Digital
transformation rapidly gained momentum with the widespread adoption of lockdowns and
remote work. Organizations swiftly incorporated cloud services, virtual collaboration tools, and
enhanced cybersecurity measures. The importance of robust networks and scalable
infrastructure became more pronounced. Despite facing challenges, the industry demonstrated
impressive adaptability, underscoring the essential role of technology in sustaining business
operations during extraordinary circumstances.
2. Post Pandemic Trends

In the aftermath of the pandemic, the IT sector underwent lasting transformations. The altered IT
landscape showcased resilience and adaptability, embracing a more digital, connected, and inclusive
future. Some changes include:

a. Remote Work Evolution: Remote work has become deeply ingrained in the industry. Companies
embrace flexible work arrangements, leveraging advanced collaboration tools and cloud
technologies for seamless virtual operations.

16
b. Cybersecurity Focus: The increased reliance on digital platforms heightened cybersecurity
concerns. The IT sector places a heightened emphasis on developing robust cybersecurity measures
to counter evolving threats.

c. Hybrid Work Models: Many companies adopt hybrid work models, blending remote and in-office
work for flexibility while maintaining in-person collaboration.

d. Employee Well-being Priority: Recognizing the importance of mental health, IT companies focus
more on employee well-being, offering support programs and flexible work schedules.

e. AI and Automation Integration: The integration of AI and automation rises to streamline

processes, reduce manual efforts, and enhance overall productivity.

f. E-commerce and Digital Services Growth: The surge in online activities during the pandemic
continues, driving growth in e-commerce and digital services. Companies invest in digital platforms
to meet evolving consumer demands.

g. Sustainability Initiatives: There is a growing awareness of the environmental impact of IT

operations. The industry increasingly adopts sustainable practices and technologies to reduce carbon
footprints.

3. The case study of Accenture – Coming together in a crisis

During the challenging COVID-19 pandemic, Accenture, a worldwide professional services firm,
showcased resilience and adaptability. While navigating uncertainties, the company played a vital
role in supporting clients globally on their digital transformation paths. Accenture's dedication to
innovative technology solutions was key in meeting evolving business requirements during these
unprecedented times. Emphasizing remote collaboration and advanced strategies, Accenture
persisted in shaping a dynamic business future amid the pandemic's challenges.

4.1. Adaptive response

a. Accenture specialists enabled their teams to transition to remote work swiftly, mobilizing 95% of
their workforce to operate from home, ensuring seamless business continuity.

b. They provided guidance to clients and local communities in transitioning to remote work, issuing a
playbook that benefited nearly 600 non-profit professionals globally.

c. They offered support services to their people, addressing their health, safety, and well-being
needs.

17
d. Through integrating technology and talent, they promoted business resilience via virtual
workshops, coaching, and peer-to-peer networks on Microsoft Teams.

4.2. Working remotely

Before the onset of the pandemic, Accenture's extensive workforce of 721,000 was dispersed across
diverse locations. However, a significant majority now securely operate from home on a global scale.
The transition to remote work affected nearly 96% of offices, encompassing 50 Advanced
Technology and Intelligent Operations centres. To ensure the uninterrupted functioning of critical
shared services such as procurement and payables, Accenture distributed over 80,000 desktop
computers, and 33,000 Wi-Fi hotspots, and facilitated 230,000 concurrent VPN connections.
Accenture's return-to-office strategy emphasizes safety, with 100% of offices equipped with personal
protection equipment and rigorous health protocols.

4.3. Guiding clients and communities

Accenture prioritized client engagement, providing strategic counsel and thought leadership through
over 60 content pieces spanning 19 industries. Chief Marketing & Communications Officer Jill Kramer
emphasized data-backed recommendations for clients to confidently navigate the present and
future. Collaborating with Avanade and Rolls Royce, Accenture oversaw a ventilator supply chain,
fulfilling a 5,000-unit UK government order. Within eight days, they, along with Avanade and
Microsoft, launched Critical Supply Connect, connecting 638 hospitals with 110 suppliers for urgent
procurement. Addressing pandemic-induced unemployment, People + Work Connect globally linked
employers and workers, posting 380,000 roles in a year. In non-profit initiatives, Accenture
Development Partnerships backed COVID-19-related causes and provided global donations.

4.4. Supporting health and well-being

During the pandemic, Accenture prioritized employee well-being, providing support through its
Mobility team. Over 6,000 COVID-19 Tax Accrual Impact Assessments were completed, and the team
rapidly managed travel disruptions. Virtual events replaced in-person gatherings, reducing carbon
emissions. Accenture issued 652,000 pay checks globally, deployed new capabilities for government
benefits, and facilitated contact tracing for safety. HR professionals served as points of contact,
providing support for employees and addressing concerns 24x7.

4.5. Return to Physical Workspaces

Accenture's post-COVID-19 plan involves a comprehensive strategy for returning to physical offices.
Tailored to meet client and employee needs, it integrates globally organized and locally executed

18
evaluation processes. Safety measures encompass space management, social distancing, enhanced
cleaning, and provision of safety materials. The collaboration with Salesforce introduces a secure
health cloud, incorporating case management, contact tracing, shift management, and a Workplace
Command Centre.

4.6. Strategic Imperatives for Change Navigation

4.6.1. Continuous Workforce Adaptation:

 Accenture emphasizes ongoing investment in supporting a flexible workforce.

 Successful equilibrium between client service excellence and employee safety during the
shift to remote work.

4.6.2. Understanding and Bridging Readiness Gaps:

 Accenture's analysis of building a digital workforce involved a diagnostic tool.

 Encourages organizations to evaluate readiness, identifying and rectifying gaps for resilience
amid change.

4.6.3. Transparent and Frequent Communication:

 Accenture highlights the significance of robust communication for transparency.

 Virtual operations, including video production, are crucial for maintaining connectivity and
transparency during remote work.

4.7. Value Creation Through Investment, Adaptation, and Communication

Consistent investment in evolution, addressing readiness gaps, and sustaining open communication
positions Accenture for success in a dynamic world, contributing positively to the evolving
landscape.

Conclusion:

So, we have seen above how the pandemic affected various industries and how those industries
adopted to the “New-Normal”. We can see from the cases cited, how companies like Accenture,
McDonald’s and Tata had to tweak their workplaces to suit the requirements that have come into
being due to the Covid-19 Pandemic and how these changes helped them become better, more
efficient and helped them grow post pandemic.

19