A certa altura chamou-me a atenção para o socialismo em que estamos todos embrenhados, esperando que seja o governo a dizer-nos o que devemos fazer para nos preparamos para o coronavírus. Depois, à noite, sorri ao ler este tweet:
Mas o que é isto? Pais a não quererem assumir a responsabilidade de impedirem os filhos de irem em viagens de finalistas para zonas afectadas pelo coronavírus. Querem que seja o governo a dizer se devem ou não ir. Querem o governo a mandar nos filhos deles?— Estrela Serrano (@estrelaserrano) February 27, 2020
De manhã tinha partilhado este documento da DGS no Linkedin -
Entretanto, ao final da tarde li "Lead Your Business Through the Coronavirus Crisis".
O meu colega das conversas oxigenadoras chamou a atenção para o que nenhum governo vai fazer pela sua empresa:
- como minimizar a possibilidade dos seus trabalhadores ficarem infectados? Acima de x infectados pode crer que lhe fecham a fábrica, ou escritório, ou loja.
- como minimizar o impacte do encerramento de fornecedores e de subcontratados?
- onde arranjar alternativas para as matérias-primas?
- e se França, ou Espanha, fecharem fronteiras, como é que as encomendas chegam aos clientes?
Ontem no Financial Times em "Italy plant closure prompts car industry fears":
"A European auto supplier has had to close its main Italian plant because of the coronavirus quarantine, in the first concrete evidence of the impact the disease could have on Europe’s domestic industry and economy. Electronics manufacturer MTA said that if its 600 employees in the northern town of Codogno were not allowed to return to work within days, production lines at Fiat Chrysler (FCA) subsidiaries would be brought to a standstill.
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“All the other FCA plants in Europe and those of Renault, BMW and Peugeot will close too,” MTA said, marking the first forecast of a shutdown at a large German carmaker’sdomestic sites."
"Start with your people. The welfare of employees is paramount, and obviously people are a critical resource.Li agora no El Economista de ontem que o El Corte Inglés não ficou à espera do papá-estado e pôs de quarentena todos os seus compradores que estiveram no norte de Itália.
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Maintain a healthy skepticism. Accurate information is a rare commodity in the early stages of emerging disasters, especially when governments are incentivized to keep the population and business community calm to avoid panic.
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Run outage scenarios to assess the possibility of unforeseen impacts. Expect the unexpected, especially when core suppliers are in the front line of disruptions.
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Create a comprehensive, emergency operations center. Most organizations today have some semblance of an emergency operations center (EOC), but in our studies we’ve observed that these EOCs tend to exist only at the corporate or business unit level.
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Designing for response
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Know all your suppliers. Map your upstream suppliers several tiers back. Companies that fail to do this are less able to respond or estimate likely impacts when a crisis erupts.
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Understand your critical vulnerabilities and take action to spread the risk. Many supply chains have dependencies that put firms at risk.
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Create business continuity plans. These plans should pinpoint contingencies in critical areas and include backup plans for transportation, communications, supply, and cash flow. Involve your suppliers and customers in developing these plans.
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Don’t forget your people. A backup plan is needed for people too. The plan may include contingencies for more automation, remote-working arrangements, or other flexible human resourcing in response to personnel constraints."
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Recordar https://balancedscorecard.blogspot.com/2019/12/velocidade-de-aprendizagem-parte-ii.html
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