On this week's episode of Inside Outside Innovation, we sit down with Atholl Duncan, author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. We talk about his interviews with senior executives from around the world during the first 100 days of lockdown and what he learned about crisis management, leadership development, and what's next in the post COVID hybrid world. Let's get started.

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Interview Transcript with Atholl Duncan, Author of Leaders in Lockdown

Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Atholl Duncan. He is author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. Welcome to the show.

Atholl Duncan: Thank you. It's great to be here and great to be a guest of yours. I'm looking forward to chatting about innovation and how we lead out of lock down Brian. Cause that's the question that everyone's trying to get their heads around there.

Brian Ardinger: We have gone through disruption and I think people understand a little bit what that means. You have written this book. You spoke to 28 senior executives around the world in the United States, Europe, Asia, during the first hundred days of lockdown, to understand and get their feedback on what we were going through when it comes to disruption. So maybe we'll start with the book, give us a little hint and insights into what it's all about and what did you learn from it?

Atholl Duncan: The way the book came about was in March of 2020, I sit on the boards of various businesses. And all of these businesses were in some state of jeopardy and certainly in a state of crisis. And I was pretty stressed by the whole situation. I think as most people were. And I decided that there was what I thought was a crossroads and history. Certainly, a crossroads, probably the defining moments of this century.

And I wanted to capture them. So, I followed 28 business leaders, people who, whose businesses were spread from Asia to Europe, to UK, and many leaders in the US. And really to answer a couple of questions from them. How were they leading through the pandemic? And how did they think the world would change because of what we've all been through.

Brian Ardinger: When you reached out to these leaders, what was the initial kind of feedback that you got? Was it nervousness? Was it excitement? What kind of what were the emotions that people were going through and specifically, how did they adapt to that sudden disruption?

Atholl Duncan: I got remarkable access because these people were locked down in their kitchens. And it was like they'd witnessed some predictably dramatic accident because they just wanted to share with someone. They wanted to talk to someone about what was happening to their businesses, which were getting pretty smashed up at the time.

So, they opened their Zooms to me. And they talked to me. They talked from the heart and they talked about how they hoped the world would change. And that the remarkable thing was that many of these people whose businesses, which they had built themselves over many years, lying, smashed round about them.

They remained remarkably humble and remarkably steady in their thoughts. But yeah, they knew this was a major moment. So, you know, even a year ago we knew this was a pretty significant moment. And the general message was that even back then, was this is a time to reset. Is a time to reset how we run our businesses and is a time to reset how we run society.

Brian Ardinger: So, in the book and through the conversations you defined, I think seven core themes that came out through that. Can you walk the audience through a little bit about what are those core themes that you uncovered? And let's talk a little bit about each one of them.

Atholl Duncan: Yeah. So, seven major themes. The first theme was the new age of purpose. And the feeling as one business leader said to me, that purpose was on steroids at the peak of the crisis. And that purpose now was no longer just words that you emblazoned on a website. It was now something that your employees, your customers and your investors would demand was delivered through action. And not just words.

The second theme was the new world of work. Because we saw this remarkable thing that, you know, most people talk about, regarding Covid, which was the move to homeworking. And you know, one of the business leaders that I've talked to is a very senior executive at Tata, which is based in India. They moved 600,000 people to homeworking. Even 6,000 is big Brian, but this is 600,000 people. And you know, many, many major corporations were doing the same thing all around the world.

As a crisis went on, people have realized that the new world of work was not just about home or remote or hybrid or flexible. We were really seeing defined probably a new, psychological relationship between the employer and the employee.

Third theme was widening inequality. Because the virus widened inequality in so many ways. Obviously, it raised the Black Lives Matter, raised diversity and inclusion in a way that we hadn't seen before, but also homeschooling raised equality. The people who had access to digital.

Homeworking raised in equality in terms of it was very comfortable for some people to be working from their homes. But those who had dysfunctional homes are in multi person homes, difficult for them.

And then the vaccine. You know, we already see that there's 130 countries around the world, which haven't delivered one jab of the vaccine. 95% of the vaccines have been delivered in the richest countries in the world. So, there's this really quite a defining moment. Roundabout, the widening inequality gap.

Fourth theme was about global cooperation, because at that moment when we hope that our politicians would be cooperating across global boundaries, they were doing, they were falling out. And I think generally, wherever you are in the world, we were pretty well let down by our politicians. Whether you were in Asia, Europe, or the U S it was a pretty, sorry ceiling.

You actually saw large corporations, doing far better at global cooperation. If you look at the pharmas that developed the vaccines. If you look at the big tech companies who came together to try and work out track and trace.

Next thing was resilience. Not just personal resilience, but you know, when the crisis comes, cash is king financial resilience is everything. And the resilience of the operations of these large corporations.

Sixth theme was all about resetting the supply chain. Particularly if we're in manufacturing, we couldn't get stuff anymore. Borders were closed and we still see, you know, big shortages and computer chips, big shortage use in raw materials, and the prices of raw materials going up.

So, this really brought the global supply chain to a shuttering halt. And I think a major cause to rethink 40 years of decisions that were made on productivity an...

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