Key Points of the Article “How CEOs Improvised in the Wake of Sandy”
Responding to Business Challenges strategically and operationally
It is debatable whether Hurricane Sandy was a foreseeable event; nonetheless, it is an unexpected occurrence, which requires innovative action to maneuver.
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Ethics and Social Responsibility
Ideally, the office is preferred as a workstation. However, at a tie of crisis such as the one faced by Northeast CEOs, most ended up working in unconventional environments such as entertainment halls, homes, and any other place with WI-FI.
Entrepreneurship in Action
The decision to cancel a business trip or the launching of a regional meeting given an outage is wise and so is the predetermined backing up of work files in a smartphone.
Analysis of the Article “How CEOs Improvised in the Wake of Sandy”
The power shortages or outages that crippled businesses in the Northeast due to Hurricane Sandy resulted in ingenious survivorship skills among numerous families, but while the ordinary employee may not have been affected much in terms of mental pressure and professional responsibilities, the CEOs of various major firms did not get off so easy. For instance, The Lands’ End Chief Executive Officer, Mr. Edgar Huber was on a business trip, but the power issues forced him to set up an unexpected trip to his in-law’s apartment complex where he put up his office to continue working. The CEO of Sears Holding Corporation was forced to cancel his business trip to New York when cancellations hit the airport and so he did what he could by boarding an Amtrak train to the Washington DC area and booked himself into a communal entertainment center at the Bethesda MD complex where he soldiered on with the WI-FI.
Foot Locker Inc. CEO Ken Hicks bravely endured in his office long past the compulsory shut down of his New York Headquarters where he worked until three in the afternoon. Afterward, he moved to his house in Murray Hill and continued working until the power went out. However, he would not be shut down and upon this turn of events, he resorted to working on paperwork for another two and a half hours. Yet another CEO, Jonathan Hsu, CEO of Recyclebank was forcefully detained by the power supply in his home. He had to juggle between his five and three-year-old daughters and work on his third floor and managed this by distracting the children with animation films. Eventually, he had managed to cover some ground despite the disruptions. What is inspirational about all these occurrences is the resilience portrayed by CEOs. They worked on despite the hiccups and used every available resource. The Acorda Therapeutics Inc. CEO Ron Cohen had to maneuver this power and transportation crisis alongside the possibility of delivery as his wife was to give birth in a week. He was hesitant about using a generator, as he feared the outage would last even a week. However, he had to use it because he wanted to save on his cell battery just in case there was a medical emergency.
The Northeast is not a stranger to power outages and the populace is somewhat prepared for this eventuality, at least psychologically. However, strategic and operational plans should be laid out on a large-scale level to deal with a repeat event proactively. As such, these CEOs could team up and come up with a workable solution that would permanently protect them from the adverse effects of power and transport disruptions on a large-scale basis.
Mattioli, Dana. “How CEOs Improvised in the Wake of Sandy.” The Wall Street Journal, 2012, Web.