Rafael Lemaitre

The COVID-19 pandemic is having profound economic, social and political impacts across the globe.

Its effects are spreading throughout the entire transport sector, and urban mobility is no exception.

Public transport agencies, operators and other companies working in the mobility space are having to contend with the fact that commuting and travel patterns may not recover to their pre-COVID-19 levels for several years.

In addition, new mobility patterns will emerge, based on… عرض المزيد

The COVID-19 pandemic is having profound economic, social and political impacts across the globe.

Its effects are spreading throughout the entire transport sector, and urban mobility is no exception.

Public transport agencies, operators and other companies working in the mobility space are having to contend with the fact that commuting and travel patterns may not recover to their pre-COVID-19 levels for several years.

In addition, new mobility patterns will emerge, based on changing consumer behaviors (i.e. trust issues, greener mindset), economic constraints (i.e. less disposable income) and new policy priorities (i.e. sustainable policies, budget deficits, health policies, etc). Therefore, the organizational strategies of these agencies and companies will need to be realigned to the new realities, long term investment programs may need to be re-prioritized, and pricing schemes, tariff mechanisms and subsidies will have to be revisited.

As such, this white paper aims to assess the short to medium term implications of COVID-19 on the urban mobility trends. عرض أقل

In 2019 we reviewed 20 megatrends impacting Small and Medium Enterprises (SMEs) in the GCC region. Now we have revisited those and see what could change after COVID-19.

Organisation lifecycles have never been shorter and faster than they are today. According to a corporate longevity study[1], the average lifespan of a S&P 500 company is under 20 years, down from 60
years in the 1950s. And when looking at the list of Fortune 500 companies that existed in 1955, only 54 – just over 10% - still remain[2].This is caused by a mix of disruptive technologies, changing business models, burgeoning startups, intensified competition, evolving markets, shifts in world… عرض المزيد

Organisation lifecycles have never been shorter and faster than they are today. According to a corporate longevity study[1], the average lifespan of a S&P 500 company is under 20 years, down from 60
years in the 1950s. And when looking at the list of Fortune 500 companies that existed in 1955, only 54 – just over 10% - still remain[2].This is caused by a mix of disruptive technologies, changing business models, burgeoning startups, intensified competition, evolving markets, shifts in world economies and
several other factors. The need for change agility and continuous innovation has therefore become critical for businesses to sustain growth and remain profitable. In fact, innovation – a buzz word that
is associated by many with new technology in the past - seems to be on a growing number of company and government agendas these days because it is at the crux of their future existence.
Many studies have focused on identifying the role innovations have in giving organisations an edge to either disrupt their markets or provide them with a competitive advantage. But what drives corporate transformation and innovation? Knowledge on what to do and how to do it is of course key, but our collective experience tells us that the real problem isn’t a knowledge gap, it’s a mindset one.
Independent of The Talent Enterprise’s work with clients to assess their human capital for innovation potential, Sia Partners’ experience in building innovation strategies and The Global Innovation Management Institute’s wealth of knowledge in the sector, we initiated this research paper to gain a deeper understanding on the state of organisational innovation and the role leaders play in creating a mindset that drives it. عرض أقل