Beijing Economic-Technological Development Area on A China perspective on the global economic challenges

Tough times are great and unavoidable opportunities for us to come face to face with our strengths and weaknesses and leadership matters. When Covid-19 first broke out in China in January, one of the earliest conversations that drove corporate and organizational behaviors, decision-making and performance amid the pandemic was what strengths and weaknesses there were in our organizations. And building on them, how could we develop responses, make choices, and sustain businesses? This discussion will harness thinking and experiences from C-suite executives and examine the successes and failures companies have witnessed through the Covid-19 battle. Key parameters of the discussion may include:
• What’s the core mission and purpose of our organizations, and how does crisis such as Covid-19 change them?
• For each organization on a whole and across different layers of management, how to define and measure our strengths and weaknesses at a time of crisis? How may they be viewed differently from businesses as usual times? Advice for leaders?
• What are the best ways to leverage our strengths and improve weak areas, so we optimize our core competencies for internal and external delivery. Examples of success and mismatch? Unintended consequences?
• With the strengths well positioned and weaknesses properly addressed, what are the examples of continued innovation and transformed business models?
• For organizations to be able to navigate through the challenges and grow, what are the changed expectations for HR to create value for organizations and business?

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  万立帆 先生

  埃克森美孚（中国）投资有限公司董事长
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  盘仲莹 女士

  北京和睦家医院总经理，和睦家医疗副总裁
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  张燕燕 女士

  辉瑞制药大中华区高级人力资源总监
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  乐海雯 女士

  施耐德电气首席人力资源官

At times of crisis, how do we set / reset priorities of organizations? Starting from leadership to each employee, how do we align on and fulfill our shared responsibilities to realize the endurance of our organizations, businesses and each individual? Just like reopening the economy amid a pandemic is tough, recovering especially short-term business for growth and enhancing employee experience can sometimes be at odds with each other. However, resilient organizations are communities that ought to be able to accommodate both reasonable business targets and support for their people. This discussion is meant to be a dialogue amongst business and functional leaders across different parts of organizations to share their experience, lessons learned, challenges, questions, sometime frustration, and stories in making tough choices. As part of this session, key issues to be discussed will include:

• Business targets can be largely quantifiable, but how do we define and measure employee experience, especially that at a time of crisis?
• Who bears these responsibilities? And how can HR help to keep up organizational morale?
• Speaking of pressure, are short-term recovery and employee experience necessarily at odds with one another? Is it a matter of prioritization? Are they reconcilable?
• How to make sense out of the choices made? Why have some organizations made certain choices versus others? And what are they results and consequences?
• In a prolonged crisis, where does employee experience fit when uncertainties increase, and how does its position change from short-term to long-term business recovery?

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  徐苗苗 女士

  中国惠普有限公司大中华区人力资源部总经理
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  刘宇翔 女士

  亚马逊云大中华区 人力资源总经理
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  Briana Graydon

  强生中国集团人才发展团队总经理
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  邵强 先生

  光辉国际全球高级合伙人
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  高琳 女士

  有意思教练高管教练/培训师/《职得》作者/CEO

Conclusion remarks at the beginning of luncheon (10 min)

• Onsite participants continue to 2H day breakout session programs
• Online session ends

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  徐旸 女士

  陶氏化学大中华区政府事务总经理
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  毕艾伦 先生

  中国美国商会总裁