India will begin lifting COVID-19 lockdown restrictions only between the fourth week of June and the second week of September, says a new study by Boston Consulting Group (BCG).
In a statement, BCG said it regularly does scenario planning to support its clients with all kinds of business issues. “We analyse internally and externally gathered data to formulate these scenarios. For this unprecedented pandemic, with its extreme level of uncertainty, BCG does not claim to provide predictions about duration of lockdown, peak of viral infections, the efficacy of health systems, or other health and societal impacts,” it said.
The report by BCG, an American consultancy firm, is centred on epidemic projection on COVID-19. This report represents estimates as of March 25, based on a predictive modeling leveraging John Hopkins University data. The BCG data suggests that the India lockdown started in line with China’s timing of the lockdown.
The challenge posed by the new strain of the coronavirus is grave as COVID-19 is growing exponentially. The pandemic started slowly, but the curve is shooting up—and disruption is following. This has a major impact on workers and the economy. Companies all over the world are in crisis mode. No one can predict with any confidence how the economy will evolve over the medium term. It’s not just a matter of reacting effectively; we must also accelerate up the learning curve and rapidly draw conclusions that will enable us to improve the business sector’s resilience in the future.
COVID-19 is a fundamentally people-based crisis: individuals are getting sick, and the repercussions for business and society are enormous, and getting exponentially stronger day by day. As leaders attempt to respond, people priorities must therefore be front and center. Seven core priorities are essential to decisively combating COVID-19 now and in the future.
Accelerating smart work
Flexible working models are an important part of the fight against COVID-19 infections because they reduce workplace contact—including for those employees who have to stay onsite. Many companies and organizations have switched to teleworking and virtual meetings at an early stage of the crisis. If the requisite hardware is not yet available, employees can take such items as screens and docking stations home as an interim measure.
It is very important to note that smart work is based on trusting that everyone will do their job without actually being physically present. This culture is not a given; it needs to be developed and proactively nurtured. However, the investments in technology and culture change that companies are forced to make now will pay off in the “new normal” after the crisis and provide a benchmark for new models of working. That doesn’t just mean providing employees with smartphones and headsets; it also covers network stability. Stress tests can ensure that systems will continue to operate under a high load. A backup solution is also essential.
Meetings in the office are to be convened only when there is no alternative. With the right technical support and a few simple rules, teams can keep up their agile working models without being in the same room. Many companies have already introduced daily temperature checks or close monitoring by company doctors. A company is at risk when enough employees become ill and absent that normal operations cannot be sustained.
BCG says that an early application of the right measures and interventions allows companies to stay ahead of the wave. The companies should identify thecritical category includes everybody whose absence would jeopardize business continuity. These employees are highly specialized or have essential skills. COVID-19 will pose one of the biggest corporate challenges we have seen in recent decades. However, effective people-centric solutions can play a big part in helping individual companies find their way out of the crisis. All those things can help to avoid being worn out by the crisis and to instead draw strength from it.