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THE INSTITUTE OF CHARTERED PROFESSIONAL MANAGERS OF SRI LANKA
                                                                   JANUARY 2021

        problem analysis tool, pareto analysis, business canvasses, etc.   conundrum about their way of management or nature of the
        The other models such as blue ocean strategy related models,   management practice. Can we identify a managerial response
        change management tools are very handy in a circumstance   which is humane and moral binding? It is high time for us to get
        like this. Let me reiterate, there are abundance of concepts. My   ready for any possible upcoming pandemics. Let us start with
        focus is practicality and to see whether implementability of such   appropriate business continuity plans in place now and setting
        concepts and tools.                                   regular reviews (Eg: future ready meeting) to keep updated. A
                                                              crisis fund could be arranged and allocations should be made
                                                              on consistent basis to meet similar future demands. Further,
        Getting Ready for Future Pandemics from a             an agenda item of questioning institutional readiness for facing
        Management Point of View                              future shocks should be included in every monthly meeting.
                                                              Assigning responsible people to look after audit queries (internal
        Management foresight means getting ready today. We have   and external) is mandatory. Eventually, our current initiatives
        realized during this Covid-19 period since we have failed in   should not be merely targeting propaganda drive yet it must be
        getting ready from a preparedness point of view. I would like to   actionable or implementable for the future.
        express some concerns with a great reluctance as to how some
        award winning companies are struggling to manage their regular
        financial management challenges, particularly employment
        decisions at this stage.  It is clear that some sectors experienced
        sudden shock and others faced invariable restraining conditions.     Dr. Samantha Rathnayake
                                                                             Ph.D.
        Having exposed to different scenarios, could it be possible for      Faculty Member/Management Consultant,
        higher level managers to merely argue, first to lay off people       Postgraduate Institute of Management,
        and then to take other measures subsequently? It shows a             University of Sri Jayewardenepura, Sri Lanka





















































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