By the Year-end of 2020, despite the festive period, globally stores and brands have continued to close or reorganize - many already moving to the next phase of change. Aside from the impact of organisational change to the teams, retailers and the knock-on effect* on brand owners and manufacturers, these retail changes have unconsciously impacted many consumers, touching them on an emotional level – triggering fond memories of stores that represent a link to their life milestones (often spanning generations). One such example was the closure of 162 years old Robinson’s in Singapore and Malaysia recently, which saw passionate conversations and speculations by commentators.
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One of the leading and largest garment operations in the world employing 26,000 workforce ( pre-COVID -19) across Vietnam, Thailand, Ethiopia, Malaysia and Hong Kong who supplies one out of six dress shirts brought in the U.S. with customers like Brooks Brothers, Burberry, Michael Kors and Nordstrom, was impacted and concurrently pivoted to enter the B2C PPE category yet retaining their purpose including sustainability. Roger Lee shares his experiences and learnings leading through the change from the perspective of an industry faced with global changes in the retail scene, under-capacity of manufacturing facilities usage, restructuring, closures, managing people and driving innovation. e.g. in Personal Protective Equipment).
Watch video here > https://youtu.be/ku_ruxJ7JEQ
On the second day of the 2nd CFO Summit -Future of Finance Digital Transformation and Automation by Clariden Global, Wong Mei Wai, our Founder, CEO and Chief Change Catalyst chairs and moderates the panel discussing "The Digital Skills Gap in Finance to avoid Setbacks on Digital Transformation Efforts".
Details: https://lnkd.in/gKYiNut