From pandemic, to proactive purpose

Just as we’re helping clients do, we’ve given a lot of thought to our own resilience and agility, both in what we’ve built to-date and what we need to do post-pandemic.  For example:

  • Globalization: The pandemic underscored our need to become a more global company. Doing so will mean diversifying our geographic revenue mix, our client portfolio, the number of countries in which we operate, and the backgrounds and work locations of our leadership teams. Globalizing also involves building a global delivery network that is robust and resilient enough to ensure continuity of service for clients no matter what’s happening in the world.
  • Diversity: The same traits that make economies and cities resilient can also do so for organizations: openness to new ideas and experimentation, and increasing diversity across race, gender, culture, language, age and more. Ecosystems tend to be hardier than monocultures. The more diverse and inclusive business teams are, the stronger their ability to innovate, generate knowledge and understand client needs and aspirations.
  • Continuous learning: Given the nature of the services we provide to clients and our record of helping them through natural disasters and recessions, our culture has evolved to be comfortable with stress and change, and has gravitated toward continuous learning. Our associates are skilled at discovering what needs to be done, collaborating across the globe with our partners and solving unexpected problems as they surface.

The more diverse and inclusive business teams are, the stronger their ability to innovate, generate knowledge and understand client needs and aspirations.