In short term
- Review your workforce and travel
- Identify potential points of failure
- Evaluate the supply chain
- Revisit your crisis and continuity plans
- Use scenario analysis
- Get communication right
- Manage risks
In the long term
Strategy
- Create independent scalable business units with resiliency for future
- Leverage low valuation to acquire capabilities for future through M&A
- Identify low performing business and assets to sell for improved liquidity
- Develop new products considering new customers (tier-II & III), health, hygiene and connectivity needs
Front End:
- Shared mobility concerns can open up increased 2W, PV & used vehicle sales and pay-per-use model
- Concerns to visit showroom will lead to online! digital sales and marketing processes (manpower & OH savings)
- Network footprint and showroom sizes revaluated considering dealer viability
- Vehicles serviced and sanitized at door step to bring in hygiene transparency; reduced service center footprint
Supply Chain and Operations:
- Consider financial viability for future decide on ops restructuring, leadership and investments on hold
- Build digital thread across Ops. for faster decisions, lower human intervention, financial loss preemption, remote support
- Redesign supply base (on/off-shore, critical parts, alternative matl.) with real-time risk profiling (e.g. integrate blockchain)
- Reduced opex (e.g. lease, energy, supplies) considering optimized mfg. (lower prodn.) / office space (remote work)
Workforce:
- Restructure HR policies (e.g. health, remote working, travel, visitors, immigration, leaves, pay) through crisis learning
- Revisit labor union contracts (e.g. pay, leaves, benefits) for shared risk impact ownership for collaborative crisis mgmt
- Savings through shared services (legal, tax, finance, admin)
- Build scalable IT backbone for online and remote needs
- Convince need for multi-skilling and conduct relevant training programs
(e.g. coding)
