COVID-19 has evidently marked a before and after in many areas, from healthcare to social worlds, including that of business, forcing companies to change the way in which we work, both with our team and with our clients, the most important aspect of any business.
Author:Rodrigo Argandoña, Lantek CCO
In December 2019, we were aware of COVID-19, but nobody expected it to affect the world quite the way that it has. The pandemic brought with it unexpected and fast-moving variables that forced us to review and adapt processes, as well as make decisions on the fly. In the first few weeks after lock-down we were at the mercy of improvisation in many sectors. Everything seemed new.
So, how do we draw up a valid strategy for a multinational company like Lantek which also needs to consider the unique needs of each market in which it operates? How do we approach our clients without putting the health of individuals at risk? How do we maintain active listening and productivity in these periods of practical standstill caused by lock-down?
Fortunately, the successful strategy of our colleagues in Asia, especially those in China, was a valuable contribution to begin preparing a contingency plan that was launched in February, foreseeing the events that were to come. We adopted good practices from them, such as the implementation of detailed online training courses for both basic and advanced users.
In South Korea, a country not so drastically impacted by the pandemic, the Lantek team managed to continue working in the same way as before the outbreak: on-site work at the office, visits to clients and on-site technical support at installations, training, etc. Everything just as before but with increased safety and hygiene measures.
In Europe, also at the client’s side
While Lantek adapted and responded to the events quickly, the health and safety of our employees and clients was always our main priority. With these aspects covered, the next step was to design a contingency and business continuity plan.
We would be mistaken if we said that this transition towards a new way of doing business was straightforward, however, Lantek’s operating model adapted to this ever-changing environment with a high level of resiliency and efficiency. Lantek implemented other best practices to reinvent the concept of "client proximity."
No two situations are alike, so we’ll examine a few of them below:
The United Kingdom: with a good track record and ample experience in carrying out remote installations, the lock-down didn’t disrupt our work and the team adapted quickly and smoothly to the situation. In fact, as the Lantek UK team explains, “Since lock-down began, around 90 remote installations and updates have been successfully completed for our clients.”
Proximity was also reinforced with webinar sessions for clients, old and new, with the aim of allowing them to gain maximum benefit from the situation in which we all found ourselves, as soon as possible. Despite the urgency to adapt, Lantek was able to meet its clients’ requirements, even guiding them in the configuration of different remote access systems to help them continue with their work.
Spain: an intense cycle of webinars for clients was initiated, an action that was very well received. As for support activities, these were provided with the same working hours and intensity, combining office work with teleworking, while remote installations increased slightly. We must also highlight that, for the very first time, we performed a remote update of a complex installation of solutions.
And COVID-19 crossed the Atlantic
When the virus spread, the Lantek branches in America chose to replicate the actions of their counterparts in other countries, always counting on the support of the central office to make the maxim of being "at the client’s side" a reality.
Faced with this situation and the conditions imposed by the "new normal," once again, Lantek is providing clients with solutions the best way we know how: adapting so that work never stops and production increases.
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