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Introduction
Many governments have decided that they can save lives before saving the country in response to the pandemic by announcing immediate or phased closures in their countries. A strategy such as social distancing was adopted suddenly, causing significant damage to numerous businesses around the world. The global spread of COVID-19 has raised investment and consumption concerns among Abu Dhabi Aviation Co., including consumers, trading partners, manufacturers, and entrepreneurs. The increase in the duration of quarantine and travel restrictions in different regions of the world has a significant negative impact on the economy of companies. The COVID-19 issue is impacting regional and international supply chains, causing disruption for buyers and sellers.
COVID-19 has had a significant economic impact on the aviation sector. In response to COVID-19, many discussions on alternatives and risk management measures will be required before international flights may resume. The aviation sector must now carefully assist the come back to work process, taking into account how and what future automotive roles will look like. In collaboration with operators, airports must implement new safety and danger management procedures. The COVID-19 pandemic has highlighted the importance of all participants in the insurance and reinsurance value chain adapting to their clients’ changing expectations — there needs to be a more vital link between business and risk-sharing.
Trends and Company Practices
Due to COVID-19 showing the severe hazards of autonomous and unplanned acts of nations on the international economy and people’s well-being, uncontrolled and free-market globalization may gradually end. The pandemic demonstrated that problems in one country could have a domino effect and have a significant influence on the entire global economy. A new wave of globalization, founded on the collective activities of countries, aviation corporations, and people, will begin to develop, one that respects interconnectedness and the good of humankind.
Consequently, Abu Dhabi Aviation Co. alters its management and governance models to place a greater emphasis on corporate citizenship and human well-being. Many governments will enact new legislation to safeguard workers in instances like COVID-19. A new sort of capitalism will drive companies due to the advent of social capitalism. The marketing strategy will be driven by markets and economic regulation, as well as what is good for the community and society.
Digital technologies immediately became the first line of defense against the COVID-19 pandemic in both the aviation sector and personal life. Remote work and online education are both possible with networked digital devices. Furthermore, chatbots provide immediate life-saving information, easing the burden on overburdened health systems. In addition, geolocation information technologies are assisting health professionals and academics in tracking and mapping the virus’s progress. To handle the issue, Abu Dhabi Aviation Co. is building and implementing quick-to-market approaches for deploying technological innovations, including data policy, electronic business, IoT, Intelligent systems, robots, self-driving cars, cryptocurrency, medicine, and environmental benefits.
Big data and intelligent analytics assist in detecting pandemic surface indications. In particular, massive analytics have aided in advising patients, legislators, and academics in comprehending and forecasting the COVID-19 outbreak’s extent and impact. By combining and interpreting episodes gathered from extensive data, real-time COVID-19 trackers assist epidemiologists, scientists, health professionals, and policymakers in making more educated decisions to combat the epidemic (Yang et al., 2020). In addition, real-time monitoring of GPS data revealing people’s movement within a specific neighborhood assists the government in better understanding people’s conformance with social distancing standards and influencing people’s perceptions of nearby COVID clients. Abu Dhabi Aviation Co. uses big data analytics to help them make complex decisions that affect their employees, customers, and operational capabilities.
The national medical emergency of COVID-19, which is wreaking havoc on the world’s medical systems, has driven the creation of digital health solutions to help reduce the pandemic’s effects. Wearable monitoring gadgets that detect physiological mechanisms like temperatures and active messaging apps that provide data about COVID-19 are part of these digital healthcare systems. Telemedicine delivered using virtual chatbots, and web bots is gaining traction as a viable conversation and medical treatment option. COVID-19 instances are being detected, reported, and monitored using digital healthcare systems. They are also assisting with creating GIS widgets that display relevant data at national and worldwide scales to track COVID-19 numbers in real-time.
The UAE’s current government is always eager to devise strategic plans to help the country accomplish its development goals, and it is willing to show world leadership in all areas. The UAE considers all possible eventualities and whether they could be dealt with in a manner that delivers the nation’s genuine ambitions while developing these plans and strategies. The UAE has taken a serious stance on the COVID-19 situation. It began looking into the matter around the world, immediately taking steps to expand its signaling pathway and quickly assessing diplomatic efforts and methods in order to draw lessons. All of this contributed to the country’s ability to cope with the crisis intelligently and effectively.
It is significant to mention Abu Dhabi Aviation Co management practices. The company began to employ freelancers, who could continue to work if the full-time employees were illnesses. At the same time, all workers worked remotely, which is why a feedback and communication network was actively developed. Managers struggled with social isolation; they attempted to increase the ability of employees to do their jobs productively in the face of a pandemic. Thus, the firm was following the trends of transitioning to remote work with the support of extra technology. Moreover, the ability to hire additional workers enabled Abu Dhabi Aviation Co to increase business efficiency and introduce new ideas. Therefore, in 2020, the growth of nonstandard employment confirms the interest of employers and the sufficient productivity of such employees for the organization (Chesbrough, 2020). It should be noted that managers have been able to establish successful distance work, which is why employees do not desire to work in an office again.
In summary, Abu Dhabi Aviation Co used key trends for company operations during the pandemic. That is, they maintained communication between employees, even during staff meetings. This way enabled the employee to feel social contact and not become isolated. The firm also adopted remote work and video communication platforms to ensure that employees were actively engaged. An interesting solution that is not common is hiring additional non-permanent workers who assisted in ensuring that all processes were functioning while the core workers were infected.
Recommendations
With digital platforms combining supply chains, companies will become even more fragmented. Multi-tier distribution channels will evolve, with essential components such as supply origin and additional value-adds being tracked. This would allow new approaches to engaging with customers, controlling inventory, optimizing development and manufacturing, handling the transportation, and the level of savings to be explored. Technologies will continue to encourage innovation in many business models, encouraging different enterprises to enter the industry and seriously disrupt incumbents. Corporate leaders should be able to conceive imaginatively and accept innovations to generate break-through value for their consumers in order to drive business growth, stay relevant in changing times, and separate themselves from the competition (Chesbrough, 2020). In the post-COVID-19 era, there will be a more robust demand for increased innovation and a shift away from life as usual operations. Organizations may face an identity crisis if they do not adjust to changes in ways of functioning.
Because innovation revolution is critical, new human attitudes will be the driving force behind a successful deployment that propels companies forward. In the post-COVID-19 era, cultural change will be one of the most critical drivers of business performance. Culture’s ground principles, beliefs, and preconceptions will need to be rethought in light of a new set of perspectives that will drive individual and company growth. COVID-19 is certainly upending the status quo and traditional thinking across many industries, but understanding some of the above patterns and acting quickly can help people and organizations gain a competitive edge in this disruptive future.
The Value of Performance Evaluation
It is important to note that leadership during and after the COVID pandemic in the selected company provides workers with confidence for their future careers. Leadership practices have been significantly improved at Abu Dhabi Aviation Co. to support workers during a pandemic. Management uses performance evaluations to identify strengths and weaknesses in performance. It is essential to point out that the company’s performance evaluation during the pandemic was done remotely; if an employee had questions or disagreed with their assessment, it was coordinated through conferences. Management was open to communication via online communication methods, which supported employees morally and helped clarify work points.
The KPI practices used by Abu Dhabi Aviation Co’s management enabled each employee’s contribution to the company to be evaluated. Together, the company’s leaders constantly held online meetings with employees to announce the guidelines and practices of the business during the pandemic. This allowed workers to feel that management was interested in assessing their performance honestly. Moreover, the managers explained the new strategies to ordinary workers, which reflected their motivation for the job.
Conclusion
A prolonged shutdown increases the risk of significant increases in commercial and government obligations, thereby delaying recovery from the COVID-19 issue. Unchecked and unrestricted globalization may eventually come to an end as a result of COVID-19, demonstrating the grave dangers of autonomous and unregulated activities of nations on worldwide trade and people’s well-being. The pandemic highlighted how issues in one country could cascade and have a significant impact on the entire international economy. In both professional and personal life, digital technologies quickly became the first line of protection against the COVID-19 pandemic. With networked personal technology, working remotely and distance classes are both possible. Furthermore, chatbots deliver rapid life-saving data, alleviating the strain on already overburdened healthcare institutions.
The UAE’s current administration is constantly eager to devise a business vision to aid the country’s development objectives, and it is ready to guide the world in all fields. While establishing these plans and strategies, the UAE examines all possible scenarios and if they can be dealt with in a way that achieves the country’s actual goals. Businesses become even more fragmented as digital platforms combine supply chains. Essential features such as supplier origin and extra value-adds will be monitored as multi-tier distribution networks emerge. Many company models will continue to be innovated as a result of technological advancements, allowing new businesses to enter the market and seriously threaten incumbents. To promote business growth, stay relevant in new circumstances, and differentiate themselves from the competitors, corporate executives must be able to think artistically and create a system that allows them to provide break-through value for their customers.
References
Chesbrough, H. (2020). To recover faster from COVID-19, open up: Managerial implications from an open innovation perspective. Industrial Marketing Management, 88, 410-413.
Yang, Y., Li, O., Peng, X., & Wang, L. (2020). Consumption trends during the COVID-19 crisis: How awe, coping, and social norms drive utilitarian purchases. Frontiers in psychology, 11, 2695.
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