What we do

BICG solutions to respond to this global crisis

From Resilience to Antifragility: 
Initiatives to improve how we work before, during and after the COVID-19 Crisis

“Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; antifragile gets better”.

Nassim Nicholas Taleb (2012). Antifragile: Things That Gain from Disorder

The COVID-19 crisis, in addition to the enormous personal tragedy and the very significant impact it is having on our economy, is causing a profound change in the way we work, interact and live.

Many elements, which we have considered stable for decades, are now experiencing unprecedented changes.

How can we prepare for the new normal, and how can we leverage these changes to improve our organisation?

The scientific concept of antifragility gives us a starting point: In order to grow, we must take advantage of this moment of volatility, uncertainty and disorder, and use these stress factors.

At BICG we have developed an action plan to help organisations exceed resilience and begin their journey towards antifragility – in order to gain a competitive advantage for the new normality after COVID-19.

This challenge is multidisciplinary, so only by addressing it systemically and integrating a wide diversity of disciplines can we successfully lead organisations into the new normal.

Read +

Where are we and where should we be?

The first step is the analysis of the past situation, the present and the future prospects, to identify areas of improvement.

To establish the potential of the organisation in the new normal it is necessary to understand the past and current situation, as well as to understand the possibilities that the future can offer.

We need to know how the company worked before Covid-19 and how it is now being done from a variety of perspectives: what our way of conducting our activity and interrelating to one another was like and what it is like now. Where our work took place and how we are managing it right now. What technologies we relied on before and which ones we are doing now. What security measures – at all levels – we were used before and what are and will be relevant in the future. What activities should be performed where, how and when, to achieve an optimal result.

To carry out this phase, it is necessary to look at the views of the different areas responsible for the design of the way the organisation works, as well as a significant representation of professionals.

We will complete the data collection with BICG’s experience and the best practices we know, as well as the limitations proposed by the authorities and the company’s internal policies.

Designing a new model for a new normal

Together, we design the new model.
We believe that the model should be holistic, including all relevant aspects to make its implementation possible.
In order to incorporate all elements of the organisation, we must create an integrated Employee Experience plan that includes:

  • New dynamics and ways of working, including redefining processes at a high level.
  • Evolution of culture, leadership and management of people. Creation of new professional profiles, preparation and training, as well as adoption of agile and distributed work methodologies.
  • Integration of human, economic and environmental sustainability, as well as CSR and employee well-being in this new ecosystem.
  • New technologies and tools for knowledge transmission and collaboration.
  • New use of office space at each stage and its medium/long-term impact on the real estate portfolio.

It is necessary to redefine new potential touchpoints with customers to find new opportunities to improve your experience.
In addition, all this must be accompanied by a robust table of KPIs and OKRs to measure the impact of the new model and develop a plan of corrective or evolution measures.

Implementation, step by step, towards the new normal of work

We help your organization to implement the changes and deploy the new model

To ensure the success of an implementation of the new normal of work, we will need to create staggered goals that help assimilate new ways of working effectively and that are synchronized with the organization’s strategy and the regulations proposed by the authorities at all times.

The different teams, coordinated by the CIO – Centralised Integration Office, ensure the aligned progress of the different initiatives and their proper adoption by professionals. This progress needs to be reinforced by a transparent change management strategy and internal communication.

A multidisciplinary team

For the realization of this initiative we propose a multidisciplinary team formed by specialists in culture and leadership, processes and ways of working, communication and change management, architects with high experience in workspaces, and specialists in technology, data analysis and governance of SMART indicators.