The Future of Work
As the world begins to realize there will be no return to normal, Diane Mulcahy shares an article that explores the need to rethink the future of work.
Work was ripe for disruption long before 2020. The fundamental structure of work, and the ways we work, haven’t kept pace with technology, with corporate needs to access the right talent at the right time, or with workers’ preferences for greater flexibility and control.
Now that it’s been disrupted – now that how and where and when we work has all fundamentally changed – we aren’t likely to revert to the way we used to work. There is no return to normal.
Abandoning the idea that we’re going back, and backwards, to our old working lives opens up a whole new set of possibilities and opportunities about ways to move forward. It offers us the chance to rethink what work will look like, not return to what it was.
Companies have traditionally organized the work they need to get done into full-time jobs, which they then fill with full-time employees. Full-time jobs aren’t going away, but they are being supplemented by a more flexible, dynamic approach to structuring work into projects, assignments, and tasks.
Points covered in this article include:
- Breaking jobs into more precise and specific units
- Moving past the idea of an office-based workplace
- Workforce as a service (WaaS)
Read the full article, We Need to Rethink Normal, Not Return to It, on ADP.com.
As both people and businesses begin to feel the economic impacts of the Coronavirus, Tobias Baer provides clear steps that can help your business deal with delinquent accounts.
Many of my clients so far have experienced less delinquencies on consumer debt than I had feared. Unfortunately I don’t think that I can claim that this is only because I’ve helped them draw up extraordinarily effective credit policies and scoring systems – instead, this time around delinquencies themselves might be delayed, and lower balances today may be the receding water levels we observe before a tsunami. A welcome side-effect of lockdown measures across the world was that many consumers had a lot less opportunity to spend – discretionary spending has nose-dived by 30-60% in many markets and card portfolios. And those who were robbed of their income sources by Covid-19 often had some buffers (cash and credit lines) that they could draw upon.
Advice included in this article:
- How to segment delinquent accounts
- Build an economic model
- Reassign accounts to dedicated team
Read the full article, Three Tools You Need to Stem the coming Tsunami of Bad Debt, on LinkedIn.
Azim Nagree provides three factors that can help determine whether you need a single, mixed-function team or two separate teams when it comes to account management and customer success.
‘What’s the difference between Account Management and Customer Success? And more importantly, when do I need separate AM and CS teams?’
I’ve been asked this question multiple times in the last few months so it’s clear that many people are grappling with this problem. The short answer – it depends. Specifically, it depends upon your product, your P&L and your customers.
What’s the difference?
Most people know that Accounts Managers are different to Customer Success Managers. But what precisely is the difference? It lies in the relationship they have with the customer.
The three factors discussed are:
- Product complexity
- Profit and loss
- Customer feedback
Read the full article, Account Management? Or Customer Success? Or Both? on the Nagree Consulting website.