the crisis, the greater the opportunities
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Galloway argues that the pandemic’s the most enduring impact will be as an accelerant; and that in any crisis there is opportunity: the more disruptive the crisis, the greater the opportunities. (See Healthcare and Higher Education and Hybrid work/Working from home) What does he mean by that and do you agree? Examples?
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- Source: Feinberg, T. (2023) Small business takes big hit with load shedding. [Online] Available from:https://www.sajr.co.za/small-business-takes-big-hit-with-load-shedding. Using any examples from the article as the basis of your answer, recommend how the leaders of these organisations should deal with the risks that their entities face.After watching the video, Infosecurity Europe 2015 – You’re Under Cyber-Attack Now What? Discuss the at least three (3) strategies discussed in the article Research and discuss three (3) strategies for responding to a cyber-attack Recommend a cyber response strategy for each: 1) Global Business – multi-site 2) US-mid sized business-with a central office and a 3) Global non-profit What would your recommendations be for Wilmington University? Infosecurity Europe 2015 – You’re Under Cyber-Attack Now What? https://youtube/G2B5p7oIQxkScenario: Nowadays, many businesses were closed and their product(s) or good(s) that are not sold are stock in their store due to the pandemic. Think of ways on how to boost their sales despite of Covid-19 pandemic. Give example(s) of product(s) or good(s). (4-5 sentences ) What do you think is the best strategy to boost his/her sales? Do you think technology has a big factor or effect to increase his/her sales? Explain
- COVID-19 started as a health crisis, which quickly evolved into a global economic crisis at a speed and magnitude we have not seen in our lifetime. The ripple effects are still unfolding on a global scale and it is unlikely that the true impact of this pandemic can be measured until the situation stabilizes. But once we come out of this challenging and uncertain time, how will we recover? Will we go back to business as usual, or will we see enduring changes at the individual, organizational and government levels? Investigate the effects of COVID-19 on consumer behaviour and the implications of this disruption for marketing strategies and policies.Continue In another development in the firm’s evolving e-commerce strategy, Walmart has taken the decision to shutter Jet.com and phase out the brand, three years after splashing out $3.3 billion to acquire the start-up. This had been rumored for several months, with Walmart already divesting itself of smaller e-commerce gambits, such as ModCloth and Jetblack. But Jet.com was the biggest bet that Walmart made and one that brought Marc Lore into the larger firm as head of the e-commerce division in the US. McMillon says now that there are no regrets about the decision to buy the firm:The Jet acquisition was critical to jumpstarting the progress we've made the last few years. Not only have we picked up traction with pickup and delivery, but our walmart.com non-food e-commerce growth accelerated after the arrival of Marc and the Jet team. He leaned into the Walmart brand quickly.But that parent brand is the priority, he adds:While the [Jet] brand name may still be used in the future, our…The Covid -19 pandemic hit higher education harder than many might have expected,and nowhere have the odds stacked higher than in Africa. The continent plays hometo one of the world’s fastest-growing markets for higher education. Yet over the pastfew years, the relevance of higher education in Africa has come into question. A reportby one recruiter recently asserted just one in four African graduates were adequatelyprepared for the world of work.In Zambia, for stance, recruiters and accreditation bodies specifically called intoquestion the quality of higher education. The Higher Education Authority (HEA) Boardof Directors, therefore, decided it was time for a serious re-assessment of the qualityof education in the country.As part of the above-mentioned exercise, your institution, a private University hasnominated you to be part of a task team to be appointed by the HEA to address theissue of quality of higher education in Zambia.As a first step towards addressing the problem the Higher…
- Covid-19 as a large bulldozer is an apt image where businesses and the economy are concerned.But whilst our day to day lives have changed, for business, the show must go on — or else riskcomplete failure. It is undeniable that some businesses won’t be able to thrive during thisperiod. But with creative thinking and a change of tactics, many businesses will be able to adaptand succeed, even during a lockdown.Select one industry in the list below:- Fashion- Tourism- Hospitality- Education- Retail- FoodYou are required to provide and discuss some suggestions to adapt the marketing strategy ofthe industry selected for Covid -19. Word count: no more than 500 wordsRockwater, a wholly owned subsidiary of Brown & Bread, a global engineering and constructioncompany, is a worldwide leader in underwater engineering and construction. Norman Chambers,hired as CEO in late 2019, knew that the industry’s competitive world had changed dramatically.“In the 1990s, we were a bunch of guys in wet suits diving off barges into the North Sea withburning torches,” Chambers said. But competition in the subsea contracting business had becomekeener in the 2000s, and many smaller companies left the industry. In addition, the focus ofcompetition had shifted. Several leading oil companies wanted to develop long-term partnershipswith their suppliers rather than choose suppliers based on low-price competition.With his senior management team, Chambers developed a vision: “As our customers’ preferredprovider, we shall be the industry leader in providing the highest standards of safety and quality toour clients.” He also developed a strategy to implement the vision. The…n the Introduction to Ch. 1 of New Leadership for Today’s Health Care Professionals, the authors noted the following: “Potential barriers to successful adaptation for healthcare organizations and their leaders include limited economic resources and increased government regulation. The healthcare workforce will be looking to their leaders and managers to steer them safely through these churning waters.” Note: This book was written prior to the COVID-19 pandemic. Do you agree with the authors’ statement that economic resources and increased regulations are barriers to successful adaptation when applied post COVID-19 pandemic? Why or why not? Read “What Healthcare Workers Need from Leaders in COVID-19 Crisis” from Gallup. Does this article reinforce the authors’ statement about workforce looking to leaders found in the above passage from New Leadership for Today’s Health Care Professionals? As a researcher, what questions would you ask after reading the article?
- Responding to a Changing Industry Rockwater, a wholly owned subsidiary of Brown & Root/Halliburton, a global engineering and construction company, is a worldwide leader in underwater engineering and construction. Norman Chambers, hired as CEO in late 1989, knew that the industry’s competitive world had changed dramatically. “In the 1970s, we were a bunch of guys in wet suits diving off barges into the North Sea with burning torches,” Chambers said. But competition in the subsea contracting business had become keener in the 1980s, and many smaller companies left the industry. In addition, the focus of competition had shifted. Several leading oil companies wanted to develop long-term partnerships with their suppliers rather than choose suppliers based on low-price competition. With his senior management team, Chambers developed a vision: “As our customers’ preferred provider, we shall be the industry leader in providing the highest standards of safety and quality to our clients.” He…Answer asap, please. Consider the following scenario: An advertising agency is wanting to start a knowledge management programme. They operate with a combination of high task interdependence and high task uncertainty. They want to makesure that the programme does not compromise their intellectual property. Question: Discuss the impact Knowledge Management could have on the advertising agency’s organisational performance in more than 7 lines.Polaris Industries manufactures all-terrain vehicles (ATVs). Since 1998, the company has turned out innovative products that have pushed it to the Number 2 spot in the industry against such tough competitors as No. 1 Honda Motor and Yamaha Motor. What caused the growth of the company was its new CEO Tom Tiller, who left a promising career at GE to take the reins at Polaris. Despite a growing national movement to highlight the environmental and safety problems posed by ATVs, the company is thriving. Under Tiller's leadership, the company's net profits have grown from $31 million in 1997 to an estimated $135 million in 2005. Supporting this program has been a series of innovations including the Ranger utility, which is a cross between a Jeep and a golf cart, and the Predator, an ATV aimed at both the sports and the recreation markets.The direct competition between Polaris, Honda, and Yamaha means the three companies have: A. a high degree of cultural similarity B.…