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Report of Technological University Dublin COVID-19 Enterprise Response Forum December 2020
Technological University Dublin
Covid-19 Enterprise Response
Forum Report
December 2020
Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
Report Author
Paul O’Reilly, TU Dublin Growth Hub and School of Management
TU Dublin Contributors
Dr Katrina Lawlor, College of Business
Dr Sharon Feeney, College of Business
Dr Deirdre McQuillan, College of Business
Dr John Crowe, School of Management
Dr Waleed Abohamad, School of Management
Dr Claire McBride, School of Management
Maebh Coleman, School of Management
Dr Abubakar Ali, School of Management
Dr Anthony Buckley, School of Marketing
Prof Thomas Cooney, School of Marketing
Dr Etain Kidney, School of Marketing
Dr Serge Basini, School of Marketing
Dr Kieran Sheahan, School of Marketing
Dr Tara Rooney, , School of Marketing
Dr Roisin Vize, School of Marketing
Dr Patrick Kenny, School of Marketing
Dr Ciara Nolan, School of Marketing
Alex Gibson, School of Marketing
Assumpta Harvey, School of Business - Blanchardstown
Dr Pat O’Connor, School of Humanities - Blanchardstown
John Barrie, School of Business - Blanchardstown
Dr Edmund O’Callaghan, School of Retail and Services Management
Dr Donal O’Brien, School of Retail and Services Management
John Jameson, School of Retail and Services Management
Amanda Rathcliffe, School of Retail and Services Management
Damien O’Reilly, School of Retail and Services Management
Dr Louise Gorman, School of Retail and Services Management
Marian Jennings, School of Accounting and Finance
Sean Reilly, School of Accounting and Finance
Dr Irene Neville, School of Accounting and Finance
Dr James Hanly, School of Accounting and Finance
Dr Colin Hughes, Graduate Business School
Dr Lorraine Sweeney, Graduate Business School
Justine Emoe, Graduate Business School
Dr Paul Maguire, Hothouse
Joseph Little, Dublin School of Architecture
Patrick Daly, Dublin School of Architecture
Orna Hanly, Dublin School of Architecture
Conor McGowan, Dublin School of Architecture
2
TABLE OF CONTENTS Foreword ……………………………………………………………………………………………………………….. 1 Introduction ……………………………………………………………………………………………………………. 2 Context …………………………………………………………………………………………………………………... 5 Forum Methodology ………………………………………………………………………………………………. 8 TU Dublin COVID-19 Enterprise Response Forum Summary Proposals…………… ……… 9 TU Dublin COVID-19 Enterprise Response Forum Reports ………………………………………. 15 Enterprise Thematic Panel Reports o Exporting and International Selling…………………………………………………………………… 17 o Supporting Start-Ups ………………………………………………………………………………………… 21 o Enterprise Digitisation ……………………………………………………………………………………… 24 o Making Remote Working Work ………………………………………………………………………… 27 o Building Supply Chain Resilience ………………………………………………………………………. 31 o Boosting Innovation Performance ………………………………….………………………………… 34 o Building Management Capability ……………………………………………………………………… 39 Sectoral Panels Reports o Retail ……………………………………………………………………………………………………………….. 43 o Financial Services ……………………………………………………………………………………………… 48 o Sports and Leisure …………………………………………………………………………………………… 51 o Sustaining Charities ……………………………………………………………………………………….… 54 o Innovation in Construction …………………………………………………………………………….... 57
Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
FOREWORD
The TU Dublin Strategic Plan to 2030 identifies No one has been unaffected by the Covid-19
our role as engaging in pressing issues and pandemic and we know the short-term
working to create a better world. Currently, economic consequences have been
there is no more pressing issue than the significant. As we transition from responding
COVID-19 pandemic, which during 2020 has to the crisis to preparing for a ‘new normal’
had a crushing impact on our economic and there are many challenges, and opportunities,
social wellbeing. In pursuit of delivering for Irish enterprises, Government, policy
impact, we purposefully seek to be close to makers and enterprise support agencies to
the pulse of a thriving society, and actively navigate.
reach out to connect people and join ideas on The objective of the TU Dublin COVID-19
the understanding that the complex problems Enterprise Response Forum is to facilitate the
of today are solved together. development of ideas and propose initiatives
Through the TU Dublin COVID-19 Enterprise that have potential to further enhance
Response Forum, we brought together enterprise resilience to the impacts for the
enterprise leaders and key experts in a series remainder of the COVID-19 crisis and the
of ideation workshops to identify and develop post-pandemic period. This was achieved
proposals to support enterprise resilience for through twelve ideation workshops involving
the duration of the pandemic, and also to TU Dublin faculty and experts from across
prepare enterprise for a potentially changed industry.
post-pandemic landscape. I would like to thank everyone who was
It is often said that that economic downturns involved in the ideation workshops,
and periods of uncertainty can present unique particularly those enterprise leaders and
opportunities for innovation and defining the experts who took the time to share their
next normal. We can, and indeed we must, insights and collaborate with each other to
use the experience and knowledge gained develop recommendations that offer
during this pandemic to guard against significant potential for supporting Irish
continued invasion of this virus on our enterprise resilience at this challenging time.
economic wellbeing. We must work to make I also commend the enthusiastic participation
our enterprise base and our people more of TU Dublin faculty in organising and
resilient for potential future pandemics, and reporting on these workshops. Our faculty
also for the challenges facing us in relation to remain available to engage in the
climate change and a world where resources dissemination of the excellent ideas proposed
will become scarcer. in the ideation panel workshop reports that
are set out in this document.
I am pleased to recommend this report and
the proposals set out in it. Dr Katrina Lawlor
Dean, College of Business
Professor David FitzPatrick
Technological University Dublin
President, Technological University Dublin
1Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
INTRODUCTION learning and gains achieved by enterprises as
they responded to the crisis.
Objectives of Ideation Forum Taking account of the significant impact of the
pandemic on SMEs and their importance in
The TU Dublin COVID-19 Enterprise Response
the Irish economy generally, the panels had a
Forum sought to be an ideation platform for:
particular focus on the enterprise resilience
(i) identifying and developing ideas and
and post-pandemic requirements SMES.
practical proposals that cumulatively will
enhance enterprise resilience to the economic Further, the ideation panel workshops
impacts of COVID-19, and (ii) preparing purposely did not consider recommendations
enterprise for the post-pandemic era. that involved significant direct fiscal supports
or pandemic wage subsidies as the
Scope of Ideation
Government has already made provisions for
The focus of ideation was on practical such supports. Recommendations relating to
initiatives to support Irish enterprise and their fiscal supports have also been included in
management. Much of the focus was on extensive policy recommendations from
identifying appropriate developmental industry representative groups, and there has
support initiatives that addressed key been extensive economic analysis from
challenges and issues identified and organisations including the Economic and
confirmed by the panels. Social Research Institute and the Central Bank
of Ireland.
Many of the recommendations developed
have potential to be incorporated or Ideation Panel Participants
expanded upon in those supports provided by
Panel composition for each ideation
agencies including Enterprise Ireland, IDA
workshop was constructed around the
Ireland, Skillnets, as well as local agencies
specific expert requirements to address and
such as the Local Enterprise Offices. The
validate relevant panel challenges. The
proposals are relevant for the duration of the
workshops were facilitated by TU Dublin
pandemic, as well as preparing for the post-
faculty with expertise in the panel subjects.
pandemic period.
Ideation panel participants are listed below.
The purpose of the Forum was not to develop
Exporting & International Selling Ideation Panel
integrated or sectoral strategies for enterprise
recovery. Much of this policy and strategy Bernie Cullinan, Pragma Advisory
development work is ongoing by Government Ciara Crossan, Wedding Dates
and agencies, as well as industry Graham Hawkins, SalesTribe
Pat Lucey, Aspira
representative organisations. Instead the
Louise O’Connor, Beta Digital
objective of the ideation exercises was to
Tony O’Dowd, Xcelerator Ltd
generate multiple ideas and initiatives that
Johnny Parkes, Customer Minds
have a cumulative impact.
Rohit Thakral, Target Integration Ltd
Workshops also sought to identify
development requirements to support
enterprise in the post-pandemic phase. In
some instances, this included capturing key
2Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
Supporting Start Ups Ideation Panel Dr Keith O’Neill, Abbott Medicines
Liam Cronin, RDI Hub
Peter Byrne, South Dublin Chamber
Aideen Cardiff, Microsoft
Professor Dylan Jones-Evans, University of South
Ingrid Devin, Dell Corporation
Wales
Dan Maher, Nua Venture and Health Innovation
John O’Dea, TechIreland
Hub Ireland
Diane Hurley, New Frontiers
Lucy Fallon Byrne, Department of Public
Neal O’Gorman, Founder Ireland
Expenditure and Reform
Gary O’Meara, National Association of
Enterprise Centres
Building Management Development Ideation
Cliodhna O’Byrne, South Dublin County
Panel
Adrian Geissel, Surpassport.com
Shona McManus, Osborne Recruitment
Enterprise Digitisation Ideation Panel George Boyle, George Boyle Designs and
Fumbally Exchange
Sarah Kenny, Kenny’s Book Store
Sinead McEvoy, McEvoy Medical Services
Brody Sweeney, Camile Thai
Aidan O’Neill, DOCOsoft
Colin Lewis, Openjaw Technologies
Oisin Byrne, iReach
Paul Smith, Digital Marketing Consultant
Padraig Staunton, Snack Farm and The White
Laura Nolan, iZest
Hag Brewery
Conor Barron, An Post
Eoin McKenna, Tribe Digital
Retail Ideation Panel
Sorcha Mulligan, The SME Chain
Emer Taheny, Kooba Breege O’Donoghue, Primark/Penneys
Edel Clancy, Musgrave Group
Making Remote Working Work Ideation Panel Marion O’Gorman, The Kilkenny Group
Rebecca Harrison, Fishers of
Renate Kohlman, Grow Remote
Newtownmountkennedy
Michelle Duffy-Rudden, Shopify
Dan Ryan, The Beauty Buddy
Johnny Cosgrove, Meeting Room
David Ryan, Walmart Labs
Debbie Jeske, Academic and Consultant
Eoin McFeely, PWc
Sonia Neary, Wellola
Mark O’Rourke, Fashion HSE
Catherine Fitzgibbon, Core
Malachy Hanberry, EuroSpar
Ben Wainright, Abodoo
Rory O’Connor, Scurri
Rowena Hennigan, Remote Working Consultant
Matthew Hopkinson, CRE Data Insight
Building Supply Chain Resilience Ideation Panel Financial Services Ideation Panel
Debbie Gorman, Unilever Ireland Joan Kehoe, JP Morgan
Neil Murphy, Mars Ireland Caitriona Allis, ACCA Ireland
Prof Edward Sweeney, Aston University Mark Hamilton, BDO
Michael O’Callaghan, IPICS Paul Gorman, Elkstone Partners
Des Finn, DHL Supply Chain Niall Dineen, Appian Asset Management
Bassey Duke, Pruune Consulting Ltd Noel Friel, CFA Institute Ireland
Aidan Magner, 3SIXTY Management Consultants
Mark Crowe, BWG Foods Sports & Leisure Ideation Panel
Mary O'Connor, Federation of Irish Sport
Boosting Innovation Performance Ideation
Marion Browne, Fingal County Council
Panel
3Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
Conn McCluskey, Ireland Active We acknowledge that in some cases ideation
Sinead McNulty, The Camogie Association panel participants may not have been aware
Guy Thompson, FBD Hotels of some specific agency initiatives, and we
David O'Connor, Shelbourne FC also note that new supports have been
David Conway, Limerick Twenty Thirty DAC introduced in the period following the
Cormac McDonnell, Sport Ireland workshops. In summary, in preparing the
Shane Califf, Sport Ireland final report we have included the ideas as
developed in the ideation workshops.
Sustaining Charities Ideation Panel
Barry Andrews, Member of European
Parliament
Deirdre Garvey, The Wheel
Diarmaid O’Corrbuí, Carmichael
Sam McGuinness, Dublin Simon Community
Amy Woods, Volunteers Ireland
Dermot McGilloway, St Vincent de Paul Society
Ruairi McGinley, National Council for the Blind
in Ireland
Innovation in Construction Ideation Panel
Andy Frew, Northern Irish Housing Executive
Dr Kristina Mjörnell, Lund University
Peter Rickaby, University College London
Dr Maria Lopez Zambrano, NUI Galway
Michael Swainson, Building Research
Establishment
Final Reporting of Forum
It is important to note that this report is not
intended as an evaluation of existing
supports offered by the Government and its
agencies. Further, the proposals in this
report are the findings of twelve ideation
workshops, and they have not been
prioritised.
We also acknowledge that numerous
initiatives proposed in this report have
already been initiated in some form or other
by various national and regional enterprise
agencies in response to the pandemic
impact. Their inclusion in the report is not
intended as an evaluation of these supports.
4Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
CONTEXT – A HEALTH AND warehousing supports. These supports have
been critical to alleviating the effect of the
ECONOMIC CRISIS pandemic on enterprise finances.
Introduction
Uneven Impact
In terms of business and economic impact,
the COVID-19 pandemic is without precedent The impact of the pandemic, while sudden,
in modern times. Necessary measures has not been uniform across different sectors.
implemented by the Irish Government to Many enterprises have been able to adapt to
preserve public health have seen a health online business and remote working.
crisis and an economic crisis become However, those sectors that involve face-to-
interlocked. Managing the health crisis, the face interaction with customers, such as the
Government has implemented two major arts, hospitality, retail, tourism, and leisure,
lockdowns, along with ongoing public health has been particularly negatively impacted and
restrictions that have impacted the are face an uncertain recovery.
operations of enterprises across the country.
There has also been a number of sectors
Several vaccines are currently being rolled
where the effects have been relatively muted,
out, however it is already clear that this phase
such as some service, information technology
will take a significant period of time, during
and manufacturing sectors.
which further lockdowns cannot be ruled out.
The SME sector makes up the vast majority of
Economic Impact
enterprises operating in Ireland and prior to
The initial lockdown to manage the COVID-19 the pandemic employs over one million
health crisis delivered the most severe rise in people1 and given the industrial structure of
unemployment levels in the history of the the sectors most impacted by COVID-19, the
state (according to the CSO, more than SME sector is weathering an unprecedented
900,000 people dependent on welfare shock. For period March to June 2020, SMEs
support in July, 2020 compared to a 13-year experienced a revenue shortfall of between
low in January 2020), as well as potentially €6 billion and €10 billion, with the shortfall to
permanent changes in the way people work. increasing to between €8 billion and €15
billion before the end of 20202. A McKinsey
The Government response to the financial study on the impact of the pandemic in
impact of the pandemic has been swift and Europe found that at least two of three jobs
maintained. The Temporary Wage Subsidy at risk are in an SME, and more than 30% of
Scheme supported enterprises to keep all jobs at risk are found within
workers on their payroll. This has been microenterprises consisting of nine
followed by further debt-based supports, non- employees or fewer.
payroll grant supports, a Pandemic
Stabilisation and Recovery Fund, and tax
1
Statistical Yearbook of Ireland 2019, Central What’s the gap?, ESRI Special Article, Economic
Statistics Office. and Social Research Institute, 2020.
2
Martinez-Cillero, M., Lawless, M. and O’Toole, C.,
COVID-19 pandemic and SME revenues in Ireland:
5Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
Workforce Disruption of how they spend their money and are
adopting new habits to save.
Enterprises have experienced unprecedented
workforce disruption, and many enterprises A survey of consumers by McKinsey4
are still seeking to determine how they will identified five fundamental shifts to consumer
work in the short- and long-term. behaviour during the pandemic, some of
which they expect will have a lasting impact:
As noted by the National Competitive
Council3, the scale of remote working over the o A shift to value and essentials with up to
last six months would have been 50% of consumers that they will decrease
“inconceivable prior to the outbreak of spend on most discretionary categories;
COVID-19”. It is generally accepted that o A flight to digital and omnichannel with a
remote working will be a more significant 25% net intent to spend online even post
element of future workplace planning, but pandemic;
most enterprises are still considering their o A shock to loyalty with 61% if European
consumers having changed stores, brands,
options in this regard. For many enterprises
or the way they shop;
further evidence is required regarding the
o The expansion of the ‘homebody economy’
productivity of remote work and the models
with 63% of European consumers reporting
required to manage and deliver productivity
that they have not yet resume normal out
through this mode of working. Given that
of home activities; and
remote work brings an elevated risk of
o A new holiday outlook with 93% of
burnout, there will be a need for greater households planning to maintain or reduce
emphasis on employee wellbeing. Increased holiday spending.
remote working also has implications for
commercial office space and foodservice Enterprise Operations Impact
enterprises.
COVID-19 introduced supply and demand
Market Impact challenges that few enterprise supply chain
models could manage. Responding to
Pandemic operational requirements have changes in consumer behaviour, supply
required enterprises to re-evaluate how they chains, and revised routes to market has
connect with customers. This includes looking severely challenged the operational resilience
at how employees deliver customer of enterprises. This has put significant
experiences, including through digital means pressure to accelerate digital transformation
that can be used to support business plans. COVID-19 has pushed companies to
continuity. Changes in consumer behaviours operate in different ways and their
have been accelerated with consumer online information technology capabilities have been
purchasing in 2020 at a multiple of previous tested as never before. This acceleration has
years. In addition, there is emerging evidence heightened risks relating to business
that consumers are becoming more mindful continuity, decision-making, and security.
3
Ireland’s Competitiveness Challenge, National global-view-of-how-consumer-behavior-is-
Competiveness Council, September 2020 changing-amid-covid-19
4
https://www.mckinsey.com/business-
functions/marketing-and-sales/our-insights/a-
6Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
While many enterprises developed short-term Moving Beyond the Pandemic
survival plans during the initial lockdown, they
must now look to their medium-term and As we move out of this pandemic crisis,
long-term strategies, particularly as we enterprises and their management are acutely
emerge from the pandemic and take stock of aware of the need to understand the longer
the longer term business environment term impact of COVID-19 on their customers
impacts. These will include significant and and their business models. They are also more
permanent increases in direct-to-consumer aware of the need to be ready for future
business models that arise from accelerated shocks, having appropriate digital platforms,
digital enterprise and market platform innovation processes, management
transformations. However, it is also competencies, and supply chain arrangements
premature to write-off pre-pandemic business in place. For many enterprises, this planning is
models as there is much uncertainty with taking place in the context of Brexit planning.
regards to how consumers will emerge post-
pandemic.
The role of effective management has always
been linked to productivity, however it has
taken on greater importance during the
pandemic. All enterprises have had to plan
and implement COVID-19 protocols.
Managers have been required to adapt
organisation structures and business
operating procedures to remote working and
new ways of reaching customers. The
capacity of managers to reconfigure business
models and lead and manage performance in
remote and virtual working arrangements, has
been critical to enterprise resilience.
Many enterprises are also taking stock of how
technological resilience has supported them
during the pandemic to date, particularly
during the lockdown. Many organisations
have found that their innovation and
technology development processes have been
robust, and are now looking to these
processes to accelerate automation, digital
transformation, and new ways of working.
For many organisations, leveraging this
learning offers significant potential for their
future strategies.
7Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
FORUM METHODOLOGY Ideation Panels
Two types of ideation panels were held –
Ideation Panel Process Enterprise Thematic Panels and Sectoral
Panels
The COVID-19 Enterprise Response Forum
was conducted through a series of ideation The Enterprise Thematic Panels represent key
workshops facilitated by TU Dublin. enterprise areas that have either been
identified as critical for business continuity
The facilitation team for each panel
(e.g. supply chains, start-up support), will be
developed the panel problem statements.
important for enterprise solutions responses
The inputs for identifying and defining the
to COVID-19 impacts (e.g. remote working,
problem statements included reviews of
innovation, management competency
COVID-19 policy documents from
development), or are likely to be impacted
Government agencies and industry
significantly by COVID-19 (e.g. exporting
federations, consultations with enterprise
activity).
informants. The problems statements were
issued to the panel participants in advance of Enterprise thematic ideation panels were
the workshops, and validated at the beginning conducted for the following enterprise areas:
of each workshop.
o Exporting and International Selling
Panel composition for each ideation o Supporting Start-ups
workshop was planned around the specific o Enterprise Digitisation
expert requirements to address each panel’s o Making Remote Working Work
problem statement. The workshops were o Building Supply Chain Resilience
facilitated by TU Dublin faculty with expertise o Boosting Innovation Performance
in the panel subjects. o Building Management Capability
Each ideation workshop was designed as a The sectoral panels were conducted in sectors
group brainstorming process, where panel that were identified as being economically
members were invited to contribute their important with high employment areas.
own ideas and contribute to the development There was also a focus was on those sectors
of ideas proposed by fellow panellists. After whose operations and possibly business
validating the problem statements, the models have been most significantly impacted
workshops were facilitated to extract ideas by COVID-19. In this context, ideation
that responded to the sectoral and cross- workshops were conducted for the following
sectoral challenges and issues identified. All sectors:
workshops were conducted as online events,
and were recorded for the purpose of o Retail
accurate capture of the panel discussions and o Financial Services
outcomes. o Sports and Leisure
o Innovation in Construction
o Sustaining Charities
8Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
TU DUBLIN COVID-19 and partners. A number of the ideation
panels recommended expansion of existing
ENTERPRISE RESPONSE initiatives and supports to accelerate digital
FORUM SUMMARY transformation.
PROPOSALS Taking account of the accelerated and
potentially permanent adoption of digitial
The rollout of multiple vaccines has given practices of omniretailing and the movement
cause for optimism among our citizens and of consumers to new ways of buying
our enterprise base. However, public health products, the Retail panel recommended fast
authorities have cautioned that restrictions tracking of digital transformation initiatives,
will remain through much of 2021, including with practical and tailored supports.
potential for further lockdowns.
To put in place effective digitisation plans, it
This section reports on key themes from was observed in several of the ideation panels
across the ideation panels and provides a that it essential that enterprise leaders and
summary of the proposals from each ideation managers must first be able to understand the
panel to enhance enterprise resilience to opportunities that digitisation offers. To help
COVID-19, and also prepare enterprise for the with this, the Enterprise Digitisation panel
post-pandemic enterprise environment. proposed establishment of an information,
education, and content portal.
Key Themes Similarly, the Exporting and International
(i) The Digital Imperative Selling panel proposed a Digital Health Check
to assist SMEs pursue tailored digital tailored
Across several ideation panels, accelerating supports most relevant to their business.
digital transformation of all areas of business
was highlighted as a priority. It was identified The Supporting Start-Up panel identified
as a critical enabler of enterprise competitive digital entrepreneurship as a significant
advantage, and indeed their survival in opportunity for enterprise development for
potentially new business and market Ireland, particularly with the potential to
environments. This is particularly so for leverage off the advanced digital MNCs
SMEs, which the panel participants identified located in Ireland, but also observed that
as being slower in leveraging digital solutions these businesses and their entrepreneurs
to reduce costs, enter and serve new markets, require a different set of capabilities.
engage in online commerce, drive innovation,
and deliver supply chain management While, digital enterprise offers a critical
enhancements. avenue for value and job creation, concerns
were identified in supporting start-ups and
The Exporting and International Selling, enterprises seeking to scale. It was noted that
Boosting Innovation Performance, and Ireland has fallen in the StartupBlink global
Building Supply Chain Resilience ideation survey of start-up ecosystems global rankings
panels each recommended proposals for of start-up ecosytems, with Dublin falling 10
accelerating the digitisation of enterprise places out of the top 50 in the ranking of best
processes to enhance linkages with customers cities globally for startups. The report
9Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
observed that “Ireland’s potential has yet to (iii) Planning for Structural Changes
be realised in full, and talented Irish founders
Several of the ideation panels reported that
still choose to relocate and establish their
COVID-19 had accelerated existing trends in
start-ups in more prominent ecosystems.
their sectors that have potential to challenge
existing business models. The Retail panel
(ii) Future of Work is Here
identified that the sector needs guidance on
The Making Remote Working Work, Financial the likely shape and structure of the future
Services, and Boosting Innovation retail environment, and that there is a need
Performance ideation panels each identified for a Future of Retail Foresight Exercise.
remote working as having potential to offer
economic, social, and environmental gains for Emerging from several panels, including the
Ireland. Many employers – public and private Supporting Start-Ups, Making Remote
– have put in place policies and systems to Working Work, and Boosting Innovation
support remote work that will likely see Performance panels, was the requirement for
increased levels of remote working post- a new national enterprise policy to be
pandemic in order to access a broader pool of developed for the post-pandemic and Brexit
talent, promote employee retention, and context. COVID-19 has accelerated a number
improve business operation cost of trends including digitisation, remote
effectiveness. working, and online business. There is a need
to consider and prepare enterprise for the
The ideation panels encouraged pursuit of likely fundamental longer term impacts of the
opportunities offered by remote working, trends accelerated by COVID-19. With most
including a national strategy that seeks to workers expressing a desire for more remote
position Ireland as a global leader in remote working in the future and commitments to
working. Such a strategy should address CO2 emissions reduction targets, any national
infrastructure, including broadband rollout, enterprise policy must also incorporate
development of remote working hubs at key regional planning requirements and
regional locations, mandating remote working environmental sustainability targets. In this
spaces in new housing schemes, and context, any new national enterprise policy
supporting enterprises put in place would have to prepared on a broader canvass
appropriate procedures and arrangements to than previously.
manage remote working. Human resource
development supports should seek to enable (iv) Supporting Organisational Agility and
workers at different levels to operate Resilience – the Human Element
effectively in remote working mode, both in
The ability of enterprise leaders and managers
terms of organising and implementing their
to support organisational resilience and agility
work, and working in teams remotely.
was referenced in most of the ideation panels.
Managers should be enabled to lead teams,
Examples include:
manage performance remotely, support
collaborative activities, and plan and design
o The Building Management Capability panel
work processes in remote and distributed
observed that successfully dealing with the
team arrangements.
impact of the pandemic crisis on the
enterprise requires a clear sense of
10Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
purpose, agile leadership, and a capacity to each other, and ideally innovate together.
engage effectively with teams. Several ideation panels noted an opportunity
o The Making Remote Working Work panel for such activities and networks to serve as
noted that workers must repurpose their collaborative learning venues.
skills in order to manage the transition to
remote working, and that there needs to The Building Supply Chain Resilience panel
be development of virtual leadership proposed establishment of an Enterprise
capabilities, including building team
Supply Chain Creativity and Learning Platform
culture, supporting employees and
to support collaborative learning initiatives –
managing performance.
formal and informal – across industries on
o The Building Supply Chain Resilience panel
best practices, including nurturing
proposed HEI-industry collaboration to
collaborative organisational behaviours.
address targeted skills gaps.
Supporting this the same panel proposed a
o The Boosting Innovation Performance
panel identified that managers and National Supply Chain Forum which would
enterprise leaders need a broader also serve as an advisory group on supply
understanding of innovation strategy and chain matters for Government and its
processes, and their role in building an agencies.
innovation culture in their organisations,
o The Enterprise Digitisation panel noted a The Boosting Innovation Performance panel
requirement to build skillsets beyond similarly highlighted the potential for industry
simply going online, but also in areas such roundtables where managers can bring issues
as fulfilment and database marketing. and learn from each other.
o The Retail panel identified common
management capabilities relating to
strategising the enterprise retail model, Summary of Ideation Panel Proposals
contingency planning, and digital
transformation delivery. A summary of each of the ideation panel
o The Sustaining Charities panel proposals is presented below. These are
recommended the development of a detailed later in the report.
competency framework for the sector to
shape continuous professional
development. EXPORTING & INTERNATIONAL SELLING
IDEATION PANEL PROPOSALS
Importantly, the people development (i) Reverse mentoring initiative to match
requirements for each of the panels extends leaders with newly skilled
beyond managing during COVID-19. Each of students/graduates.
the areas of development activity identified
(ii) Breakdown to Breakthrough Report to
are also essential for post-pandemic activities,
connect high-barrier sectors and
particularly in those areas where
territories with emergent market
transformative change is projected.
opportunities.
(v) Supporting Collaborative Learning (iii) Develop Virtual Sales Playbook including
through Industry Roundtables suite of support materials providing
guidance and case studies on how
Industry roundtables typically consist of peers
customer-facing staff can be empowered
convening to share challenges, learn from
to sell through technology.
11Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
(iv) Develop Virtual Community for Exporting ENTERPRISE DIGITISATION IDEATION PANEL
SMEs as an informal network where the PROPOSALS
exporting business community can (i) Develop E-Commerce and Fulfilment
connect and share experiences, Platform as cross-agency platform for
resources and supports which relate to SMEs to transact and fulfil orders.
the changes in the business landscape
brought about by Covid-19. (ii) Establish Information, Education and
Content Portal Website to quickly diffuse
(v) Develop SME Digital HealthCheck relevant information and content to
platform to enable SMEs pursue tailored SMEs to access critical resources to
supports relevant to their business. support digitisation planning.
(vi) Communications training to upskill in (iii) Promote ‘Buy Local, Buy Small’
online communication required for integrated marketing campaigns.
exporting activities.
(iv) Build Skillsets Beyond Website
(vii) Education and training for SMEs for Management including fulfilment, data
upskilling and reskilling of salesforce to analytics, and database marketing.
address digital deficiencies.
(v) Streamline Grants Application Process for
Digital Vouchers and/or Grants.
SUPPORTING START-UPS IDEATION PANEL
PROPOSALS
MAKING REMOTE WORKING WORK IDEATION
(i) Develop an Inclusive Entrepreneurship PANEL PROPOSALS
Strategy to identify, encourage, and
support the ‘missing entrepreneurial (i) Build a Sustainable Remote-Working
groups’ in society. Infrastructure based on an
interdepartmental strategy that
(ii) Target Digital Entrepreneurship Potential addresses infrastructure, housing,
through programme of activities in incentives, and guidance.
schools and universities, and
collaborative actions involving MNCs and (ii) Establish Learning and Development
start-ups. Interventions for Managers and
Employees to repurpose their skills for
(iii) Establish a Community Enterprise Hub transition to remote working.
Network and Portal through connected
and coordinated Enterprise Centres. (iii) Review Pre-Employment Education for
Workers of the Future, including
(iv) Establish Pre-Acceleration Programmes reviewing how state educational
using bootstrapping principles to attract providers at primary, secondary and
a pipeline of nascent entrepreneurs. tertiary levels prepare our future
(v) Establish Start Up Graduate Internships generation of workers for future work
to support nascent entrepreneurs in requirements, including remote working.
HEIs. (iv) Promote Ireland as a Vibrant Destination
for Remote Working.
12Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
BUILDING SUPPLY CHAIN RESILIENCE IDEATION support capacity-building and
PANEL PROPOSALS competency development.
(i) Establish an Enterprise Supply Chain (ii) Support core management skills
Learning Platform to support development in areas including staff
collaborative learning initiatives. motivation, performance management,
(ii) Establish a National Supply Chain Forum stress management and wellbeing, and
to support national enterprise policy provide greater guidance to small
planning. businesses regarding the challenges of
managing people and sustaining
(iii) HEI-Industry collaboration to address organisational culture in a remote-
targeted skills gaps. working environment.
(iv) Accelerate Enterprise Digital (iii) Establish crisis communications
Transformation with supports for development supports for enterprise
expansion of supply-chain digital leaders for internal and external
enhancement actions. communications with all stakeholders.
(v) Maintain Guidelines for Meeting the (iv) Create interventions to allow the
Brexit Challenge. development of enterprise leaders
personality and self-understanding as
they relate to setting enterprise strategic
BOOSTING INNOVATION PERFORMANCE
direction, interpersonal relationships and
IDEATION PANEL PROPOSALS
meeting operational demands.
(i) Building innovation culture in enterprises
by promoting promote discussion of how
to deliver successful innovation. RETAIL IDEATION PANEL PROPOSALS
outcomes with roundtable actions with
(i) Conduct a Retail Foresight Study to
peer-to-peer sharing.
explore the future retail environment,
(ii) Develop a new National Enterprise Policy
future retail models, and likely
to support post-pandemic enterprise
constraints.
horizon.
(iii) Explore potential of Regional Hubs to (ii) Align supports to individual retailer
support collaborative and remote enterprise development plans.
working arrangements. (iii) Develop Retailer Digital Transformation
(iv) Build on innovation success in public Programme including retail and financial
organisations during pandemic through model; digital Infrastructure; staff
reviewing COVID-19 learning, structured development; customer relationships;
innovation strategies, secondment customer experience; supply chain and
activities, flexible ideation activities, and supplier relationships, and procurement.
innovation programme investment.
(iv) Build management and organisational
capability including management
BUILDING MANAGEMENT CAPABILITY development programmes to support
IDEATION PANEL PROPOSALS retail owners and managers to plan and
implement change programmes.
(i) Promote the establishment of mentoring
and knowledge sharing networks to
13Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
(v) Disseminate safe retailing operational SUSTAINING CHARITIES IDEATION PANEL
protocols to be supplemented with PROPOSALS
individual sector-specific response (i) Establish a Taskforce for the Community
instructions and contingency plans. and Voluntary Sector to support policy
(vi) Continuation of financial and stimulus development and design of interventions
supports. to support the sector.
(ii) Develop a Community and Voluntary
Sector Competency and Skills Strategy
FINANCIAL SERVICES IDEATION PANEL
and Framework to address skills
PROPOSALS
shortages and create upskilling
(i) Explore potential opportunities from opportunities.
disruption to location models including
potential for remote working to increase
pool of talent available to sector. INNOVATION IN CONSTRUCTION IDEATION
PANEL PROPOSALS
(ii) Prioritise supports for SMEs.
(i) Focus on overcrowded tenancies as
(iii) Support financial services enterprises to
locations at risk of contamination.
reassess their businesses including
product lines, regional focus and client (ii) Adopt a ‘ventilation and fabric first’
groups. strategy.
(iv) Maintain Ireland’s regulatory advantage (iii) Exploit the value of off-site
by reducing the regulatory burden on the manufacturing.
financial services sector, and allow firms (iv) Greater emphasis on linking building
to respond to the changed investment issues to wider socio-economic and
environment. cultural factors, including social, cultural,
health, economic and wider
environmental issues.
SPORTS AND LEISURE IDEATION PANEL
PROPOSALS (v) Support better, safer renovation works
with easier access to guidance.
(i) Stimulus supports for health and fitness
sector including access to activities (vi) Support better, safer renovation works
incentives, VAT reductions, and extension through more research.
of the wage subsidy beyond March 2021.
(vii) Increase quality and extent of assessment
(ii) Provide advisory and consultancy
supports, including grants, for sports and (viii) Increased use of ventilation systems that
leisure enterprises to assess technology respond to variable and higher
supported market channels, and train occupancies, and also ventilate at higher
and upskill staff on new technologies. levels, to the benefit of occupants and
(iii) Continuation of supports to develop builders.
COVID-19 mitigation plans and strategies (ix) Install district heating fuelled by
is recommended. renewable energy sources as a
community-scale, low-carbon, energy-
efficiency measure that can be
introduced on scale.
14Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
TU DUBLIN COVID-19
ENTERPRISE RESPONSE
FORUM REPORTS
The following sections set out the summary
report of observations and proposals from
each of the forum panels.
Forum panel participants are listed, however
observations and proposals relate to the panel
and are not attributed to individual panel
members.
Each report also includes contact details for
the TU Dublin faculty panel rapporteur, who is
available to provide further context and details
for the panel proposals.
15Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
ENTERPRISE THEMATIC
IDEATION PANELS
16Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
EXPORTING AND EXPORTING AND INTERNATIONAL SELLING
IDEATION PANEL OBSERVATIONS
INTERNATIONAL SELLING
Digital ‘Liabilities’ and The ‘Dark Arts’: The
panel raised a number of serious digital
Irish exporters came into 2020 from a position
enablement issues including: broadband
of strength recording exports of more than
access, cost of training/software, and lack of
€25bn in 2019. During COVID-19, Irish
understanding of business media as a sales
exporters have largely succeeded in retaining
tool. SMEs are not sufficiently aware of the
export customers, however customer
tools and supports available to help them
contracts are down. Key challenges explored in
work effectively in the online environment.
this panel included digital platforms and
The new skills needed for remote selling
people development.
approaches and professional online
Facilitators Justine Emoe, International Selling communication are urgently required.
Programme
Dr Kieran Sheahan, School of Strategic Review and Leadership Mindset:
Marketing Participants stressed the need to review
organisational purpose and strategy. The
Rapporteur Dr Etain Kidney, School of
Marketing business leaders indicated that there is
acceptance of the new normal but little
strategic response to build resilience in the
Exporting & International Selling Ideation Panel long term. A major barrier cited was lack of a
change mindset toward digitisation of practice
Bernie Cullinan Pragma Advisory
in the organisation. Leaders without the
Ciara Crossan Wedding Dates change mindset may be caught in crisis
management rather than strategic planning.
Graham Hawkins SalesTribe
Pat Lucey Aspira People Development: Training requirements
for the sales team were stressed, with
Louise O’Conor Beta Digital
upskilling and reskilling requirements across
Tony O’Dowd Xcelerator Ltd the communication, technology and
platforms. The panel cited looking to the
Johnny Parkes Customer Minds
existing sales team for recruitment as there
Rohit Thakral Target Integration Ltd are barriers to new employees, ranging from
financial issues to the difficulty of virtual on-
boarding. In addition, the panel felt frustrated
by the lack of meaningful networking
opportunities beyond the webinar circuit.
Breakdown and Breakthrough: There is an
opportunity for Irish business to benefit from
the breaking-down of barriers to export due
to the reduced reliance on overseas travel and
cultural access to markets.
17Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
EXPORTING AND INTERNATIONAL SELLING The panel calls for a report on the
IDEATION PANEL PROPOSALS opportunities to connect with previously high-
barrier sectors and territories with emergent
(i) Reverse mentoring initiative to match market opportunities. The purpose of this
leaders with newly skilled report is to support business in reappraising
students/graduates. their criteria for selecting and prioritising
Acknowledging the call for leadership to have export markets and segments.
a mindset change and fresh perspective on
In addition to export, the report may provide
the virtual workplace, this initiative would
insights on the renewed demand for Irish
match leaders with newly skilled
SMEs’ products/services in the domestic
students/graduates. Reverse mentoring can
market.
offer a fresh perspective from graduates or
students who have worked in collaborative
(iii) Develop Virtual Sales Playbook including
and social online business media throughout
suite of support materials providing
their education and early career. This idea
guidance and case studies on how
relates to the juxtaposition of the need for
customer-facing staff can be
new digital skills and the need for early stage
empowered to sell through technology.
exposure to experience. Reverse mentoring
schemes could be organisation, university or This proposal responds to a pressing need of
professional body-run, with cross-disciplinary businesses whose progress in digital sales
and global opportunities to offer a enablement is at an early stage. Many SMEs
reinvigorated view of the profession. acknowledge limited understanding of the
‘dark art of digital selling’. The panel observed
This scheme is intended to empower younger that, due to the move to remote selling
workers and unemployed graduates to share among their competitors and remote buying
their expertise and ideas with senior leaders among their prospects and customers, these
and employees. The idea is proposed as a businesses find themselves under sudden and
solution to the need to break through the enormous pressure to adapt and embrace the
digital divide and into the new virtual world of power of technology without delay.
export and selling.
A Virtual Sales Playbook targeted at this
(ii) Breakdown to Breakthrough Report to cohort would provide a suite of support
connect high-barrier sectors and materials providing guidance and case studies
territories with emergent market on how customer-facing staff can be
opportunities. empowered to sell through technology. The
playbook should contain elements relating to
Physically and culturally, the landscape in
hard and soft skills for virtual selling, such as
which business is conducted has changed.
technological insights on hardware and
There are reduced barriers to export in
software platforms as well as online
certain markets and higher barriers in others.
communications and presentation skills
This panel highlighted that markets where
guidelines. The content should be accessible
relationships typically required face-to-face
to non-IT specialists and aim to support more
meetings are now open to virtual selling,
relevant and effective engagements with
which would previously have been prohibitive
prospects and customers.
for companies.
18Report of TU Dublin COVID 19 Enterprise Response Forum December 2020
(iv) Develop Virtual Community for This would support business performance
Exporting SMEs as an informal network improvement at an individual and national
for exporting business community to level and enable the benchmarking of Irish
connect and share experiences, businesses against international competitors.
resources and supports.
(vi) Communications training to upskill in
The panel identified an appetite among
online communication required for
business leaders for an informal network
exporting activities.
where the exporting business community can
connect and share experiences, resources and The early-stage transition from face-to-face
supports which relate to the changes in the communications to video conferencing for
business landscape brought about by Covid- business meetings has been fraught with
19. While there appears to be adequate challenges for many exporters. An ability to
availability of thought leadership webinars on communicate and build relationships
various subjects (which are valued by the effectively is critical during sales engagements
community), these online events do not with prospects and customers. Many of the
provide the informal support and discussion failings in communication have been brought
opportunities that traditional face-to-face about by poor use of hardware coupled with
networking events previously allowed for. over-reliance on sales materials and
This has reduced the opportunities to network messaging intended for in-person meetings.
with existing contacts and almost eliminated As businesses come to accept that remote
opportunities to meet new contacts. sales engagements may be here to stay, a
formalised approach to upskilling in the area
A network, enabling peer-led support, which of online communication and presenting is
could be stratified by sectoral specialism or needed by many exporting businesses.
subject area, would respond to this need
while protecting the considerable value To support this agenda, online
generated by the network effect of Irish communications programmes are needed to
exporting businesses. support experienced businesspeople in
redesigning their sales materials and nuancing
(v) Develop SME Digital HealthCheck their delivery style for remote engagements.
platform to enable SMEs pursue tailored Areas for improvement cited by panellists
supports relevant to their business. include lighting and audio technology, body
language, voice control and appropriate
There are technologies available to audit the
behaviour for business calls. The panel cited
efficacy of digital sales and marketing
the cost of training in these competencies as a
resources through data analysis. It is
barrier. It is proposed that there be free
recommended that an audit facility be
online programmes for SME employees.
provided for SMEs, where website and
company details could be entered and
(vii) Education and training for SMEs for
assessed. This platform could return a digital
upskilling and reskilling of salesforce to
‘HealthCheck’ that would provide information
address digital deficiencies.
enabling SMEs to pursue the tailored supports
most relevant to their business. The supports The panel confirmed the debilitating impact
could be drawn from both free available of a lack of technology skills and
services and government-led initiatives for infrastructure to support selling and exporting
grants, etc. activities. There is an acute need for
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