Turning massive structures has always proven to be difficult. Oil tankers are the perfect example of this and it would be natural to assume that steering a multi-billion dollar organisation must be equally difficult.
But what if it doesn’t have to be?
On March 17, 2020, Barbados’ healthcare system would enter into a watershed moment as it experienced its first 2 cases of COVID-19. Within 2 weeks in a quickly devolving scenario, Barbados would enter into a limited curfew on March 28th and then in an unprecedented move, the Government of Barbados placed the country on full lockdown in the wake of surging cases from April 3rd, 2020.
By then Sagicor General Inc., one of the largest insurance providers in Barbados and a regional player, had already opted some weeks before to ‘Close to Protect’ while remaining ‘Open to Serve’. Over the next few months, businesses and other organisations would toggle between remote working, modified in-office arrangements, attempts at e-commerce and other less face to face means of engaging customers. In contrast, Sagicor General stayed a course that had been set very early in an experience that was still unfolding as new information came to light. How was the organisation able to adapt so swiftly? How were decisions made when many believed there was insufficient information to act? These questions and several others relating to the organisation’s approach to strategy and the way in which the Human Resource function was central to its execution are discussed in an interview with Mr. Keston Howell, President & CEO of Sagicor General Insurance Inc. and Mrs. Paula Walcott, Assistant Vice President – Human Resources.
Watch the full interview below.
Edited excerpts from the discussion can be found here.
