With the rapid shift to remote learning due to the COVID-19 pandemic, institutions have faced the challenge of reaching students outside the traditional campus setting. Students and faculty have had to adapt to remote work, remote teaching, and remote learning, with institutions needing to come up with unique ways to reach students where there is a technology divide.
More health system CIOs are leading their organizations to the cloud, benefiting from how a single, cloud-based ERP system can help better track supplies, improve scheduling, and lower overhead costs.
For organisations wanting to start their digital transformation journey this year, many will hit a change fatigue roadblock, discovering it is daunting to just think of the logistics involved amid remote work and pandemic uncertainty. With years of experience offering a blend of onsite and remote resources, Avaap consultants made an early transition at the start of COVID-19 concerns to execute fully or partially remote implementations and are eager to share the success secrets.
The Five Love Languages by Gary Chapman explains different ways people experience and express love. You may already know what your love language is - are you a quality time person? Or maybe you value acts of service. Avaap’s love language is a successful ERP implementation. Here’s how we know:
In our previous resilience blog post, we described strategies you can employ for strengthening the resilience muscle and how, positive relationships can bolster personal resilience and are important for supporting others, especially as they navigate setbacks and disruption. As working patterns have shifted significantly to remote networks, employees are left without the personal interactions that they’ve been accustomed to and are crucial for healthy engagement. According to a recent Gartner survey of 800 HR Executives, 88 percent of organizations have encouraged or required employees to work from home related to COVID-19.
This year has been one for the books. Social distancing, wearing masks, new hand washing routines all against a backdrop of social, economic and political unrest. We have all learned lessons on how adaptable and flexible we are or aren’t as individuals and organizations. 2020 has brought so much change that we are now living in a fatigued state. Gaining some insight into the mechanics of fatigue can help you take a pause to refresh, reset, and focus on the way forward with a different mindset.
As countries experience second or third waves of the coronavirus pandemic, many including the United Kingdom, are going back into lockdown. While organisations are more prepared than the first time around, those on legacy technology are at a disadvantage, likely only scraping by with tedious and time-consuming workarounds to maintain continuity and minimize disruption. Although it might seem counter-intuitive, now is the perfect time to embark on transformation, invest in modern cloud technology, and bring innovation to your operations.
The global pandemic required businesses to respond quickly and make changes to how work gets done, but it has also created permanent change for the future. We are in new territory and the structure and complexity of this change is unique and atypical. Leaders are increasingly faced with the challenge of ensuring their people stay focused, engaged, and productive and with the pressure of continued uncertainty, it’s more important than ever that companies invest in strategies to strengthen resilience post-pandemic.
The COVID-19 pandemic caused many organizations to shift to remote work and accelerate digital innovation. For some organizations, the transition was easy, but for others, it was a call to move business processes to the cloud. If the sudden shift to remote work isn’t enough motivation to consider the cloud, there are other reasons supporting the business case for cloud ERP.
Many organizations often struggle with transformational change and police departments are no different. Unlike other large organizations, police departments usually do not have an internal communications function within their leadership structure. Most will have a Public Information Office (PIO) or media relations specialist, but no role devoted solely to internal communications. The lack of such a role can hinder transformational change, whether it is technology based or organizational in nature. Furthermore, the lack of an internal communications role within any organization often points to a lack of a strategic approach to communications in general.