Collectively, the experience of COVID-19 has shown us that the way we work and our relationship to our employers is dynamic, at times precarious and inherently malleable.
While avoiding the risk of community spread by having classes exclusively online is not feasible for many colleges, the risk of spreading the virus can be reduced by banning all mass gatherings, including college football practices, on campus.
At the heart of every plan should be strategies to maintain the effective delivery of critical products and services. These must include giving people charged with responsibility for crisis management clearly defined actions that could be taken to maintain the business.
Think about what it means if an organization converts to a microservice architecture monitored by a cybersecurity rater. A person knocking on the cyber wall door will trigger risk management responses.
Preparation and action that takes place now can help businesses become more efficient, effective and resilient to natural catastrophes and similar crises in the future.
Fatigue is so much more than needing another cup of coffee, it could be a matter of life and death. Although the technology is young, companies are already adopting fatigue identification software.
Working remotely is not an option for many businesses, so employers need to carefully devise a plan and protocols to contend with the serious risks associated with coronavirus.
For schools of every level or subject across the entire globe, the academic fall semester will have hiccups. Starting the school year with good risk management will minimize the need for damage control in the long run.