Page 10 - CCFA Journal - Second Issue
P. 10
决策管理 Strategy Management 加中金融
P2: Pivot 关键点的计划 P2: Plan for PIVOTS often
凡事随着计划的质量及快速有效地执行而增加成功率。在时间 The rate of success for any outcome increases with the quality and
市场规则经济环境和不可抗力的合力下，结果可能与预期不同。 accuracy of the plan coupled with the agility of execution. It would
be logical to think that given no time constraints that a perfected plan
成败只在关键点， 尤其是计划并不完美时。没有人能预见到
would result in achieving 100% of the intended outcome. Under
COVID-19。在疫情刚爆发，企业启动了 BCP 业务再续计划，
pressures imposed by market movements, changing regulations,
成立“指挥中心”集中管理危机。即便信息流入不确定，金融服
social & economic climates, force majeures and other time bound
务业还是立刻调整日常营运，为客户成功提供安全的物理空间 events, intended outcomes may vary. Best plans are formalized
和在线交易平台。注意，这里关键点并不是在方向上 180 度的 through careful analysis of data, trends and tests. Plans are then
转折点——而是在关键点做出细微的调整，即便启动新的平行 quickly executed leveraging highly efficient teams and processes.
轨迹，也能达成目标。 Plans are often imperfect, therefore the ones with a higher rate of
success are those that have built-in pivot opportunities. This is
“加拿大人在厄瓜多尔”小组也组成一个小型指挥中心。主要目 especially effective when data is lacking and/or the end state is
标是: unclear. No one could have envisioned the world of COVID-19.
1）采集滞留人员信息 In the early days of COVID-19, businesses dusted off their Business
Continuity / Recovery Plans and stood up decision making bodies in
2）尽可能与相关政府机构联系； hopes of centrally managing the crisis. These governing bodies are
often referred to as a ‘Command Centre’. An inflow of information
3）创造其他返程方式 is quickly analyzed, proper authorizations are obtained, decisions are
efficiently distributed, and swift action is taken. Sounds relatively
我们中有人联系大使馆，也有人建立了热线电话核对旅行者数
simple until we factor in the number of systems, locations, employees,
据。开始我们人数不多只有 40 个 ROCA 记录，并没有列入政
and impacted client/consumers. The initial influx of data was less
府的优先遣返名单。而 WhatsApp 民间登记表在开通后 24 小时 than perfect, level of uncertainty was high and things we could not
内有超过 250 名加拿大旅行者加入，很快成为引擎，之后与另 have imagined changing, changed. For the financial services industry,
一 Facebook 群合并后，72 小时不到，注册人数超过了 630 人。 making environments safe for clients pertained to both physical
每个滞留者除了求助旅游航空业的朋友，还联系他们的辖区议 spaces and online platforms. The pivot and realignment of everyday
员和媒体以寻求帮助及替代方案。 operations to COVID pandemic management was almost instant. To
be clear, pivots are not about making 180-degree changings in
direction - that is just loopy and a waste of valuable time and
resources. It’s about making those slight adjustments down a similar
path or stopping to jump on to a new path that will get you to the
ultimate destination.
The ‘Canadians in Ecuador’ group to ensure the safe and quick return
of Canadians, formed a mini-Command Centre to lead and guide our
actions. The primary targets were:
1. Gather information on all Canadians stranded in Ecuador
2. Connect with Canadian governments and affiliated agencies
who would be able to aid us in a swift return
Leadership in Crisis 3. Create alternate means of repatriation (independent of
government assistance)
危机时的领导力 A number of us had contacted the Canadian Embassy and Consular
services in Ecuador with minimal success. Through personal
networks, we established a line into Global Affairs in Ottawa who
helped us calibrate the data we collected to the ROCA database of
Canadian travelers in Ecuador. At the time, there were only 40
confirmed ROCA records for Ecuador. Given the small number of
registered citizens, we were not on the priority list as government, in
conjunction with Air Canada plans were being formulated. What
started as a message board to keep our little group abreast of any
pertinent information on WhatsApp, quickly become a data ingestion
engine. In 24 hours of its inception, over 250 self-identified travelers
were added to our google-sheet on WhatsApp, we merged with
another Facebook group and our registration increased to over 630
names in less than 72 hours.
Plans were put into motion for every Canadian stranded in Ecuador
to contact their MP or MPP for assistance, media outreach for
personal stories to be shared and update accurate ROCA registration.
In addition to the groups’ collective efforts to secure government
assisted repatriation, I devoted much time in contacting a number of
friends in the travel industry and airline (charter & private)
companies to secure alternate travel solutions.
CCFA JOURNAL OF FINANCE DECEMBER 2020
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