As a multinational company, Deloitte strives to deliver quality consultation and accounting services to its customer. Its mission is to meet its clients' needs through an assortment of services necessary for the business operations and growth in the professional service industry. However, the current Covid-19 pandemic has changed how businesses operate. Deloitte is one of the companies that its business has had impacts from the Covid-19 pandemic with an alternative to reframe its business through its leadership business approach. Despite operating its business on both short-term and long-term goals, the leadership of Deloitte had to reframe its business by dwelling only on short-term goals.
Reframing business incurs turning a problem to opportunities through the devised way of thinking and approach ( Bolman & Deal, 2000 ). First, the company, through its leadership, had to devise mechanisms under which its business will operate through the severe pandemic based on short-term goals. After confirming one of its employees had been diagnosed with Covid-19 in the United Kingdom, the company encouraged its employees globally to work remotely. The action was to ensure the aspect of social distance and keeping with laid measures. Second, the leadership of Deloitte had to move all its operations to the online platforms to reduce the disease's spread. Through the adoption of cognitive reframing, Deloitte leadership trained all its employees on various strategies to implement when providing consumers with consultation services and thus to meet its short-term goal as far as employees and consumer welfare are concerned.
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Many businesses across the world are undergoing financial constraints due to impacts associated with Covid-19. Thus, Deloitte's leadership through human resources had to reframe the business approach with a positive strategy based on emotional intelligence in action that would ease and manage stress in the workplace ( Kempster, Iszatt-White & Brown, 2019 ). The company had to engage its stakeholders as the leadership sacrifices its 2030 long-term goals to remedy Covid-19 pandemics on a short-term basis. The approach was to instill social distancing through working remotely and mitigate the spread of the disease since its values stretch to its employees on a top priority.
Finally, the leadership of Deloitte had to reframe its business to promote creativity and innovation in the working. The leadership believed that reframing its business would help in achieving breakthrough solutions during this period; the world is experiencing Covid-19 disease challenges. Thus, Deloitte has effectively reframed its business through employee training on how to use and adopt online service provision and be able to work remotely as they practice social distancing to eliminate the spread of Covid-19 established through physical contact.
References
Bolman, L. G., & Deal, T. E. (2000). Reframing organizations: Artistry, choice, and leadership. National Association of Secondary School Principals. NASSP Bulletin , 84 (612), 88.
Kempster, S., Iszatt-White, M., & Brown, M. (2019). Authenticity in leadership: Reframing relational transparency through the lens of emotional labour. Leadership , 15 (3), 319- 338.
