Bigship Strategic Issue Management During COVID
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I recently finished writing a case study for Bigship Strategic Issue Management during COVID. It was a long-term assignment, but it turned out to be quite rewarding. Let me tell you a little about the project. Bigship, a leading provider of travel management and event services for the corporate segment, was facing several challenges during the pandemic. Their revenue was impacted severely and the team had to pivot quickly to mitigate the situation. The CEO asked me to identify potential issues and provide strategies to manage them. The assignment consisted of two main
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Issue management during the COVID pandemic has been an ever-evolving challenge for Bigship. We implemented various measures to manage the situation effectively, including: 1. Continuous monitoring: The entire Bigship team was tasked to keep a constant watch over the global situation. This involved regular updates on international health news, fluctuating lockdown situations, and travel restrictions. 2. Virtual communication: We encouraged our colleagues to communicate and collaborate using virtual platforms such as Zoom, Teams, and Slack. Our team members could stay
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When the pandemic hit the world, everything changed overnight. The global economy slowed to a crawl, companies suffered, and people were trapped in their homes for an unknown amount of time. As businesses closed and people stayed at home, a new challenge emerged — the need to manage an ever-growing volume of data and the associated crisis-related scenarios. For us, as a marketing team, the crisis was no stranger as we had been working with our clients during the pandemic. visit here We quickly identified three main categories of data — crisis-related
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As COVID-19 gripped the world, Bigship took quick action to pivot the business operations. We had to reimagine our business model as a result of the pandemic’s devastating impact on our market. The crisis put us on the front line of addressing global challenges: 1. Containment and Resilience: At the height of the pandemic, we were forced to suspend operations, reconfigure operations, and shift our focus to the production of personal protective equipment (PPEs) to address the COVID-19