The final polls from our virtual roundtable hosted by C-Level are included below. You can view a video of the virtual roundtable Here. I posted the results of polls One, Two, Three, and Four earlier. You can participate in those polls by visiting the posts. The fifth and sixth polls launched during the session probed the questions of digital learning and the resilience of supply chains.
In a virtual roundtable hosted by C-Level on May 14th, we used several polls to gain insight on how people are thinking about the post-pandemic world. The topic of the roundtable was “Rehearsing Post-Pandemic Futures.” You can view a video of the virtual roundtable Here. I posted the results of polls One, Two and Three earlier. You can participate in those polls by visiting the posts. The fourth poll launched during the session probed the question of surveillance.
In a virtual roundtable hosted by C-Level on May 14th, we used several polls to gain insight on how people are thinking about the post-pandemic world. The topic of the roundtable was “Rehearsing Post-Pandemic Futures.” I posted the results of the First Poll earlier. You can participate in that poll by visiting the post. The second poll that we launched during the session probed the question of human behavior post-pandemic.
One of the perks of my role is the interaction I have with leaders around the world. Thursday of this week, I had the pleasure of participating in a virtual round table hosted by C-Level. The topic was “Rehearsing Post-Pandemic Futures.” I did 30 minutes of presentation which included poll questions. It was followed by 30 minutes of Q&A. I want to share some of the insights of the session over a series of posts – starting with a poll that we positioned at the start of the presentation, and then again at the end.
A general theme throughout my posts on COVID-19 is that many of the cracks that the pandemic has exposed were already there. This theme is described eloquently by Economist Tyler Cowen in his work on The Great Reset. He uses a metaphor of canaries in coal mines to describe the warning signals that represent greater and broader stress. In the past week, I’ve seen multiple references to dead canaries knee deep in coal mines. In a recent New York Times Article authored by Neil Irwin he echoes this sentiment:
“But one lesson of these episodes of economic tumult is that those surprising ripple effects tend to result from longstanding unaddressed frailties. Crises have a way of bringing to the fore issues that are easy to ignore in good times.”
It was late 2013 and I was thinking about the transformation that digital would eventually drive. In a Series of Posts on transformation, I laid out my early thinking about forcing functions and related enablers. One of those enablers was Thinking Differently. In this Article authored by Jeff Haden, he describes the viewpoints of best-selling author Simon Sinek:
“These are not unprecedented times. There are many cases — lists of cases — where change, or something unexpected, has put many companies out of business, and made other companies come out stronger and reinvent themselves. The invention of the Internet put many, many companies out of business. The ones who could not reinvent themselves for the Internet age but rather doubled down on the old way they did business.”
As I mentioned in yesterday’s Post, rehearsing the future has never been more important. In that post, I focused on the implications of COVID-19 across a broad set of categories. In a complex and uncertain world, to sense and respond is critical to managing towards constructive outcomes. In this case, to sense is to have a view of potential impact. Responding – in all its various forms – shapes the future. How might the world respond to a pandemic that threatens to reshape that world? This slideshow capture the full sense-and-respond exercise. As is the case with a See-Rehearse-Adapt philosophy, this exercise is never done. Here in this slideshow are the possible implications and potential responses. Let’s connect a few dots.