Disruptive innovation from people with disabilities

epitomises tenacity and optimism to not just conquer adversity but thrive. A quadruple amputee at age 19, Nash thinks that people with disabilities or those involved with them are uniquely able to solve problems because they cannot do everything the way everyone else does.

鈥淪olving problems for people who have disabilities can often result in unintended consequences where new markets are inadvertently created through the proliferation of innovation,鈥� said Nash. 鈥淐onsider text to speech or speech to text, which was initially designed for people with disabilities. Initially expensive with access to a limited few, they became disruptive when a wider population discovered their usefulness. Now we have Alexa and Siri who make everyone鈥檚 lives easier.鈥�

As for how to make a compelling case for a major innovation, Nash advised a healthy dose of humour.

鈥淭he first person trying to change something pays a disproportionate price, whether it鈥檚 social, political, or in business,鈥� he said. 鈥淗umour hacks the impact of paying that price because it鈥檚 a light-hearted way to convey honest ideas in a more palatable manner.鈥�

New leadership norms to support remote workers

As a military helicopter pilot and Formation Commander in Australia鈥檚 Navy, it鈥檚 fair to say that knows a thing or two about leadership, especially across remote workforces. She saw effective communication and understanding team members fundamental to leading dispersed workforces.

鈥淧eople are inspired when they feel a genuine connection to the team and their leaders,鈥� said Munari. 鈥淟eaders have an essential role in maintaining a strong connection within the team, fostering a cohesive effort that ultimately unites them towards a shared mission and goal, while building individual, team, and workforce resilience.鈥�

Recognising that remote work can strain work/life balance, she encouraged people to also take time for themselves.

鈥淲hen I was on operations for months at a time in Afghanistan, work filled my every day,鈥� said Munari. 鈥淭o operate at peak mental and physical performance I made sure to do one thing every day just for me. This gave me that mental break, relaxing and recharging me to stay motivated towards the daily job.鈥�

Disruptions are teachable moments for sustainability

Sorting fact from fiction is second nature to award-winning Australian environmentalist , who cut through the standard dystopian climate change ethos with bright optimism.

鈥淭he pandemic has shown us what we can achieve with investments in science to quickly explore ideas, gain insights from clinical trials, and develop life-saving vaccines,鈥� she said. 鈥淗opefully that same credible peer reviewed expertise will extend to living and working more sustainably. Life disruptions are an opportunity to learn more cost-effective, sustainable habits like telehealth and remote work. The new normal has given us confidence in our ability to adapt and learn new things.鈥�

In confining people closer to home, pandemic lockdowns have opened many people鈥檚 eyes to the beauty of nature and importance of addressing climate change.

鈥淵ou look after what you love,鈥� said Ha. 鈥淗aving visited the beautiful outdoor spaces nearby their own communities, people are becoming environmentally-minded. They are realising that nature is on loan. It’s not something for us to exploit, but it’s something for us to benefit from while caring for it.鈥�

Embrace your personal de-stressors

For those of us feeling shall we say, challenged, by 18 months or nonstop stress, workplace well-being consultant , is a breath of motivational fresh air, including during a pandemic.

鈥淚t鈥檚 completely understandable to feel overwhelmed, more tired, or a bit less sharp,鈥� she said. 鈥淪tep back and acknowledge that this is happening, and that it鈥檚 a sign of your system dealing with stress. Cut yourself some slack, and if it makes sense for you, look for opportunities to do less. Having a routine that we feel we have control over actually enables us to do more.鈥�

Turns out there鈥檚 no single definitive list of de-stressors.

鈥淪tick to doing things that you know make you feel better; it doesn’t matter what that is,鈥� said Dr. Brockis. 鈥淚f you know that’s your one thing that can make the biggest difference in how you feel about things generally, make time for it. For me, it鈥檚 spending time outside and moving. Your mental well-being boost could be something entirely different.鈥�

My takeaway from all of this is that although making room for disruptive innovation is an intensely personal experience, it also stokes the productive future of every organisation.

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What was your first job? Did you deliver? Newspapers? Babysit? mow lawns? Or work at the shops?

While I remember the smiling faces of the kids I got to work with, I also remember the frustration. Filling out a paper timesheet so I got paid on time, reviewing my schedule on a whiteboard, and picking up a physical check. These paper-based tasks led to inefficiencies, and I knew there must be a better way.

Bringing us back to 2021, we鈥檝e certainly come a long way. Hopefully, your timesheets are automated, your scheduling is digitised, and – do checks even exist in Australia anymore? Our smartphones, watches, voice assistants, computers, and myriad of devices ensure that our daily lives and movements are tracked. Recommendations for being more efficient are made at each moment. We鈥檙e now able to operate at a different pace.

With these advancements in technology, the ways that we work have evolved, and in a lot of ways, we could say that the future of work is already here. We鈥檙e humans and we’re constantly looking at what’s going to happen next, and that’s where the future of work truly comes in.

At 麻豆原创, we know that the way you work is constantly changing which is why we鈥檙e consistently looking at what the future of work means. Laptops outsold desktops for the first time in 2005, in 2015 麻豆原创 launched , and in 2020 virtual conferencing finally became more popular than traveling.

But as we shift beyond the now 鈥� what does our future hold?

First, we see people and computers working together with human computer augmentation. We’re putting resources into your hands for how to make better, smarter, faster decisions. No longer do you have to wait days for the reports that you need to find out the information about how your business is running.

The information you need to make real-time decisions for your business and keep you moving at scale is ready now. And nothing was more evident than when we had to transition an entire organisation from working in offices to working at home. Your teams are now made up of two things human intelligence and . These AI-Powered Superteams allow everyone to take the best role possible.

Transforming How We Work

Next, we see a transformation in where we work and whom we work for. People resources continue to be scarce, and we see a drive away from the traditional 9 to 5. The shift towards project-based hiring requires new approaches. We need to shift from billing for people in seats to delivering on organisational outcomes. Similarly, in COVID-19 we saw a massive flight out of cities. People are looking for business to move with them. This opens opportunities to connect people beyond geographies. This Jobful Future creates a collaborative structure where each contributor is equally valued, and each person feels deeply connected to solving the problem brought about.

Traditionally, we talk about diversity as having different genders, country of origin, age or identity. This leads to counting up differences, now our goal is to create work environments so people can Inclusively Belong. Beyond a simple checklist, inclusivity means we are acting to learn from the experiences that our differences harness.

In 2020 surveyed a cross sectional group of people and found that 1 in 5 identify as 鈥淎 Passionate鈥�. care not only about what businesses are providing but how they provide it. Across all topic areas, The Passionates require businesses to take meaningful action, and they are vocal about the change they want to see. As these groups enter boardrooms, they mandate social action, and businesses that don鈥檛 anticipate this change will be left behind. Inclusivity is paramount for any organisation in the future.

Finally, the biggest change we will feel in the shortest amount of time is how we react to recovering the 114 million jobs lost during the COVID-19 pandemic. These are some of the most conservative numbers for what 2020 looked like. For so many people this disruption was pervasive, many of these roles will revive like hospitality, entertainment, and transportation.

But in other industries will build back digital. The jobs that exist in the years to follow COVID-19 are ripe to be dramatically different than what we see today. There are new roles for people to connect networks, become the manager of our AI teammates, move outside a major city, and bridge the gap between a physical and digital world.

Organisations need to prepare to upskill staff, support new types of workers, create different ways of connecting to work, and realise the power of AI to adapt to the Future of Work.

Check out across Australia and New Zealand to find out more about how 麻豆原创 is creating the Future of Work.

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When the pandemic first began to impact Australian shores in early 2020, almost overnight, companies were required to enforce work-from-home policies for most workers. Now, well into 2021, we鈥檙e seeing this trend persist as state lockdowns and stay at home orders continue. New data released in May this year claims that now almost half, (43 per cent), of Australians are spending some of their working week from home.

Read the full article from .

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noted that, in absence of a Federal Government stimulus package, COVID-19 would reduce Australia鈥檚 GDP by about 0.9 percent 鈥� over $17 billion 鈥� by the end of 2020. By the end of March, Australian federal government announced its to help Australian businesses and workers navigate through this current crisis.

However, the , and the RBA has since noted that its priority is 鈥渢o support jobs, incomes and businesses, so that when the health crisis recedes, the country is well placed to recover strongly.鈥�

The key message businesses everywhere should be conveying is that the priority is people, not profits.

Industries everywhere need to exercise greater duty of care towards its staff, customers, and partners because everyone is facing these extraordinary circumstances and only a united effort will end this widespread crisis.

To help organisations navigate through this challenging period, 麻豆原创 recently hosted a series of virtual forums called . This digital event featured industry-specific episodes to help businesses not only adapt to this extreme situation, but find ways to be more resilient and prepared for the future.

We鈥檝e already seen the impact of COVID-19 on markets and market trends, how businesses are adjusting to the legislative changes that are limiting movement 鈥� both of people and goods. The trickledown effect of supply chain impact is being felt everywhere, and compounded with social distancing and business closures, this is a time to be more accommodating to staff and customers.

In terms of supporting employees, it鈥檚 about clear communication and ensuring the wellbeing as they or face potential redundancy. Business leaders need to ensure employees have the right information and technology to work efficiently and safely from home, remaining abreast of the company鈥檚 situation and their employment.

When it comes to customers, communication is also paramount, and both stakeholders rely on the digital capabilities of financial services in order to remain safe, informed, and engaged.

Digital Channels and Experience Management
Businesses that invested early in digitalisation are better equipped to face this current crisis as they鈥檙e able to offer online services to customers, particularly banks that moved towards branchless service. The development of cashless payment is certainly a valuable service as branches remain closed, however debit facilities are being challenged and we鈥檙e yet to understand how this will impact on the customer experience.

Understanding the customer experience now is vital as their preferences (alongside employee experience) dictates how successfully a business can adapt to change.

FSI providers must have a digital first strategy to not only service their products on digital channels, but also to be able to cross-sell, up-sell and attract new customers.

Staying close to customers is crucial 鈥� and digital communication platforms can help business connect with customers and staff more comprehensively.

FSI players must constantly assess the sentiment of customers and employees to refine its service offerings and experience management goes a long way towards understanding those sentiments. This not only helps businesses better define its purpose, but build loyalty, increase revenue, reduce management costs, and ultimately unlock efficiencies.

The ability to be transparent is limited to customers and staff as digital platforms can also facilitate improved collaboration across industries and supply chains. While COVID-19 has brought forward some major challenges, it also presents businesses everywhere with a significant learning opportunity to evolve, to digitally transform and emerge more resilient to shock events like this.

To learn more about how the FSI sector is mitigating risks and responding to this global pandemic, to the second edition of the 鈥� going live on August 6^th2020.

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How do we stay alive during this time and come out even stronger on the other side?

This is the time to empower your team to get ahead of this crisis and help your business reshape its roles, its processes, and its purpose. At the heart of this fundamental shift are people, as they now face extraordinary circumstances and are instrumental in adapting to change. We should lean into our relationships with our suppliers to try to better understand them and help them prevent the risk of solvency. When seeking alternate sources of supply, it鈥檚 important to not make rash decisions and take the time to carefully evaluate potential suppliers.

Due to the rapid rate of change in terms of news developments, global impacts, and legislations across borders, it鈥檚 important finding reliable information and guidance. 麻豆原创 recently hosted a series of virtual forums called , with industry-specific episodes to guide businesses during this evolving situation and help utilise the latest technologies for adjusting, adapting, and thriving.

I was one of the presenters for our exploring supply chain risks and modern slavery 鈥� two vital focuses in our changing world and evolving situation.

With Australian Parliament passing the , a national Modern Slavery Reporting Requirement (Reporting Requirement) was entered into force 1st January 2019. Annual reporting now require statements regarding modern slavery and technology plays a key role in mitigating its associated risks. As businesses are starting to work with new suppliers to secure alternate sources of supply, it鈥檚 never been more important to take a closer look at the suppliers you鈥檙e working with today and establish a rigid onboarding and risk mitigation process for suppliers you plan to work with in the future.

Every business faces four primary risk categories: Operational risk, Financial risk, Legal risks, and Environmental/Social risks 鈥� which is the category where modern slavery falls. It鈥檚 important to not just do enough to be compliant with the legislation but do your part to help make the world a better place by not doing business with suppliers potentially engaged in modern slavery.

From Supply Chains to Supply Networks
The impact of COVID-19 has resonated across industries and supply chains, particularly as governments tighten restrictions of the movement of people and goods. Beyond the shifting availability of human resources, supply chains are under great strain to meet changing consumer demands.

Businesses that invested in digital platforms and intelligent technologies have been better equipped for this crisis, utilising demand management systems to navigate through this transitional period. The ability to quickly collate, access, and action useful data can help businesses highlight vulnerabilities in real time while presenting alternative options.

Organisations everywhere should be using this opportunity to lean into supplier relationships, reach out to your supply chain and build deeper connections. This is about transforming your supply chain into a supply network, diversifying your supplier network to mitigate risk and create a wider view of your market, industry, and partnerships.

Technology facilitates collaboration and transparency across supply networks as cloud-based solutions offer streamlined processes and communication platforms. Transparency not only helps establish trust within supplier relationships, but helps companies remain legally compliant and flexible to change.

Platforms for Change and Compliance
I鈥檝e seen 麻豆原创 Ariba offer businesses a self-service model to daily processes and information, simplifying the way organisations can access and utilise critical data. 麻豆原创 Ariba gives businesses a platform for monitoring supply networks in terms of risks, impacts, and changes 鈥� facilitating better collaboration and communication across industries.

In light of COVID-19, we鈥檝e created a free promotion for businesses worldwide to a matchmaking platform for buyers and suppliers. This is the time to break silos across supply chains and industries to create a better connected and more transparent marketplace. This is the opportunity for many suppliers to create alternate revenue streams and business models using 麻豆原创 Ariba Discovery, and an even bigger opportunity for buyers to find them quickly in this demanding time of need.

As we鈥檙e seeing disruptions to supply chains, its critical businesses don鈥檛 lose sight of the deeper impacts in terms of risk and non-ethical practices to fulfil the changing demands of this crisis.

The most important element for mitigating risk is ensuring stringent processes for onboarding staff, contractors, and suppliers. This early diligence can prevent any surprises down the line and ensure all stakeholders of your business are aligned with your vision and purpose.

can assist business in sourcing the right people and partners. Cloud-based platforms collate data sets regarding different risk categories and determines a risk score based on the nature and severity of that data. 麻豆原创 Ariba can distinguish by risk type 鈥� checking risk factors automatically and early to help organisations go beyond simply asking for supplier assurances.

To learn more about how industry experts are mitigating risks and complying with modern slavery legislation, we encourage you to register for the second in the series of .

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In our , I spoke with Steve Bennetts, Head of Growth and Strategy 鈥� Employee Experience APJ at Qualtrics, to discuss how COVID-19 is changing the ways we work and communicate with one another.

Steve has 20 years鈥� experience in organisational psychology, working with organisations across the region to help plan out their employee strategies, build their listening programs, and offer strategic support to help business leaders understand their employees鈥� experience.

鈥淓mployee experience is helping organisations understand that the experiences that their employees are having day to day can impact positively or negatively on the way the employee thinks,鈥� Steve explained. 鈥淎s a result of that, those behaviour and attitudes of the employee can then impact on productivity. We look at those experiences and experience data that are impacting on people鈥檚 lives.鈥�

According to Steve, other critical elements of employee experience include understanding employee engagement or the potential variances between job descriptions and actual experience of those in the role, which is vital for creating seamless hiring and onboarding processes for new employees.

Steve noted that organisations have been digitalising their listening programs, creating a regular cadence for surveying employees and understanding experience gaps 鈥� today, it鈥檚 about understanding that experience from home.

鈥淲e need to talk to our employees and find out some fundamental things that we can help with them,鈥� Steve said. 鈥淎sk is your communication strategy suitable; are you communicating with them enough; do employees need you to communicate more or less; what鈥檚 the leadership like, are they interacting with employees enough; have employees got the right equipment at home to enable them to do their jobs; what鈥檚 happening with the team dynamics and are you ensuring it鈥檚 working?

鈥淎nd what鈥檚 happening with your end customers,鈥� Steve continued. 鈥淗ow are you feeding this information back to your customers? All of this is critical now, so you should be gathering that data and pivot your listening program towards those data points.鈥�

Steve says businesses should be collecting any data that can help improve employee experience. 鈥淭here may be some really great experiences and we want to capture that data and then let other people know how to replicate that,鈥� he expressed. 鈥淲e also want to intervene quickly in those experiences that are impacting on people鈥檚 health, wellbeing, and overall productivity.鈥�

According to Steve, during crises employees want to see their company is looking after and caring for them, which is why asking about employee engagement now would seem tone deaf. 鈥淵ou should not be running your engagement survey right now; you should be pivoting your tool, you should be listening, and collecting data around the cons, around leadership, around people鈥檚 health and safety, around team dynamics, and around the customer. We should 100-percent be listening, surveying our people, but we can鈥檛 be using the same methodology.鈥�

Steve noted the importance of being able to move and adapt quickly, as he saw within his own organisation. 鈥淨ualtrics moved about three weeks ago to working remotely, but like most other organisations we also didn鈥檛 think about what it means for our workforce and what some of those gaps would be.鈥�

is a working-remote solution free and readily available for businesses that need assistance in understanding employee experience during this global pandemic. 鈥淩emote Work Pulse allows us to go out on scale and listen across our organisation,鈥� Steve explained, 鈥済ather some data about how employees feel about the organisation, and how confident they feel about the organisation looking after their health and wellbeing.鈥�

Steve suggested employees and leaders should regularly communicate, run online sessions through digital resources like Slack, Zoom, and Microsoft Teams. 鈥淔or leaders, it used to be really easy to go up to the desk of your team member check what鈥檚 going on in a very quick and informal discussion, he added.

鈥淣ow, the informal discussions are now formal, and you have to find time in someone鈥檚 calendar to have a five-minute chat or briefly ask about something. There is a bit of dynamic shift and change to be conscious of, so it helps to be vocal about it within the team.

鈥淔or those in leadership, this is your time to show employees how much you care, how much you want to help enable them, how much you want to focus on what you can do to get through this patch with clear communication.鈥�

From an employee perspective, Steve highlighted the importance of taking regular breaks and maintaining communication. 鈥淔or us, as employees, be kind to yourself, look after your team members, reach out, say hello, and interact with others,鈥� he suggested.

鈥淚n relation to your health, you can鈥檛 sit in one spot for eight or nine hours all day long like I鈥檝e caught myself doing; go for a walk, if you can, around the block or around your house if you need to. Remember, this is a short-term problem that we鈥檙e all working through 鈥� it鈥檚 not going to go on for the rest of our lives; there will be an endpoint, so keep that in mind.鈥�

Check out and listen to the for more information on how to stay safe, engaged, and flexible during this time of uncertainty.

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