And with the road to recovery likely to be a bumpy one, as the world deals with the ebb and flow of coronavirus infections, organizations that can maintain operational agility stand to be better able to navigate the uncertainties ahead. Embrace an agile workforce and supply chain Organizations in the business of hospitality will need to rethink their staffing needs in a world of physical distancing and fewer customers. The new normal may no longer support pre- pandemic staffing levels, and companies may need to look at reducing staff or reassigning employees to other roles (e.g., organizations may need more cleaning staff than before). Yet at the same time, they may find themselves dealing with sudden changes in customer volume for reasons related to COVID-19. An outbreak could suddenly require restaurants and other establishments to be closed temporarily, for example, or re-imposed travel restrictions could mean hotel guests don’t show up for their reservation. To deal with this, organizations may want to make more use of flexible or contract staff or third-party service providers so that they can quickly respond to changing business conditions and staff up or down as needed. The pandemic has also illustrated the fragility of the global supply chains that companies have come to rely on: consider the problems that COVID-19 outbreaks in North American meatpacking plants are causing for restaurants, grocers, and consumers alike. The economic downturn may also have caused many of the small suppliers that hospitality sector companies had done business with in the past to shut their doors. Organizations should ensure they identify new sources of supply for the products or services they rely on so that should COVID-19 disrupt supply chains in the future, a Plan B is already in place. As well, organizations should determine how to change their offerings in case the supply of a key item is interrupted. If you’re a steak restaurant, for instance, what happens if your steak supply suddenly stops?