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The Roadmap to Post-Covid Economic Recovery

Resilience and New Paradigms


After more than a year of an unprecedented pandemic that has affected all economies, including modern and hyper-connected ones, companies that have been agile in prioritizing resources, digitally transforming and visualizing risks with an assertive approach in search of opportunities, are companies that are surviving and preparing to grow in a new reality that is just taking shape.

The Risk Matrix of all organizations has been significantly impacted by the pandemic: mobility restrictions, biosafety protocols, changes in consumption patterns, challenges in remote work models, adjustment of objectives and priorities, cash flow management, bottlenecks in the supply chain, regulatory compliance, among many other new and traditional risks that have changed their frequency, probability and potential impact.


The rearrangement of industries, companies, people, families and every element of our life economic has had very marked positive and negative consequences in a very short period of time. The impact of the pandemic has been very uneven, deep and rapid; for example, some companies have been highly favored (essential sectors, eBusiness, delivery, etc.), but others have been seriously negatively affected (tourism, aviation, restaurants, among others).


It is imperative to allocate time and resources to plan for the crisis, prioritize resources, manage

risks and mainly stay afloat in the operation during the crisis, clarifying a short and medium term vision that must be reassessed very frequently. The complete picture includes addressing strategies to manage human resources, resize the technological platform, manage cybersecurity, coordinate drills, ensure assertive communication schemes in the event of crises, among many other aspects of greater detail.


At Echeck we have taken on the task of structuring a set of services around the concept "Business Continuity Plan Post-COVID (BCP-PC)" that addresses this multidimensional problem with updated, comprehensive and robust methodologies. In fact, organizations currently need to update their risk matrices and traditional contingency plans (when they have them), and then tackle very fast projects, mainly oriented to digital transformation, accompanied by a focus on essential processes and activities. This prioritization of resources and implementation of shock plans must be accompanied by training, new management metrics, resilience workshops, supplier development, adjustments, evaluations and more frequent audit schemes.


Every crisis is the embryo of new opportunities, paradigm shifts, transformations and learnings that we must know how to capitalize as companies and as individuals. It is necessary to embrace new ways of doing things, allow ourselves to test new paradigms, merge creativity and necessity, because the way of configuring our new reality depends to a great extent on these actions.


Diego Jaramillo

Echeck Country Manager


He has more than 30 years of experience in consulting, auditing and training for companies in different sectors, such as banking, automotive, food, manufacturing and consumption. His specialty lies in operational optimization through the use of ISO and GFSI methodologies. Diego has participated in projects related to risk management, process optimization and digital transformation in Mexico, the United States and Latin America.



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