Industry leaders from across sectors talk about what their learnings— professional and personal—have been through the Covid-19 pandemic
Suresh Narayanan, chairman and managing director, Nestlé India
Abhiraj Bhal, co-founder, Urban Company
During these past few months, I have had three key learnings as an individual. The first is that crisis management requires you to be both short-term and long-term in your thinking. When the lockdown was imposed in March, we had to focus on short-term prudence, control costs, and revamp our processes to prepare for a post-lockdown world. Yet, it was also important to recognise that this was a humanitarian crisis, and we shouldn’t forget the humans. Urban Company took the decision to protect jobs, not cut salaries, institutionalised various monetary and health care measures for our service partners, and took each decision with not only the short- but also the long-term picture in mind. The second learning was to be contrarian. Contrarians sweep the market when they are right. Consequently, even as businesses were shutting down or laying off in our sector, we hired over 300 full-time employees, and on-boarded 10,000 service professionals. We were also aggressive with our marketing and communication. This helped us bounce back to 140 percent of our pre-Covid peak in a relatively short period of time. The last learning was around time management. Prior to Covid-19, my calendar was always blocked throughout the week, but somehow work from home allowed me to be more disciplined, regimented and focussed on how and where I spend my time. ‘The Biggest Lesson Was To Maintain Balance Between Lives and Livelihoods’