Jasslyne D.

Gildo BSA 2-A

The market disruption caused by COVID-19 has significant organizational, social and financial
implications. Around the same time, managers are forced to reconsider risk management and
contingency plans, workplace safety procedures, production operations, and new ways of working.
Management leaders have focused thus far on addressing the urgent problems needed to keep the
organization as stable as possible. To gain a deeper understanding of their production demand shifts,
labor support issues and supply chain environment constraints, they have established rapid response
teams.

Demand priorities have shifted significantly in commodity portfolios. Management moves to combat
hyper growth opportunities (e.g. canned, shelf-stable and frozen products, respirators, personal
protective equipment). In order to develop new goods to benefit the community (e.g. distillers
producing hand sanitizers), they are transitioning and repurposing legacy lines. Where demand has
declined dramatically or supply chains have been disrupted, production rates are slowed or shut down
by manufacturers. Producers need to quickly identify the goods most important for stability and growth
in all scenarios, shore up relevant supply chains, and reconcile critical skills to meet near-term and
future demand.

The pandemic of COVID-19 would also have long-lasting consequences for the future of development.
The urgent need for companies to create greater transparency, agility, responsiveness and resilience in
their management operations has been clearly illustrated. The present challenge is a chance for the
future to learn, develop, and reshape development. Now's the time to start.