How the Covid-19 pandemic has affected auto industry leaders
The Covid-19 pandemic will most likely go down in history as among the most life-altering global events in modern times, on level with the two world wars and the Spanish Flu pandemic. Such events leave a deep impact on virtually every individual on the face of the earth, at any age and at any social stratum, and carries over to future generations.
The pandemic’s initial—and recurring—consequence has been the lockdown or quarantining of wide swaths of the socioeconomic spectrum, virtually paralyzing all but essential transport activities. With this in mind, how have automotive industry leaders been affected by this ongoing pandemic, already two years running? Inquirer Motoring asked industry movers and shakers to share with us the most important lessons they’ve learned, and how this would influence their leadership decisions moving forward.
Team pulls the business through
By Ma. Fe Perez Agudo, President, Association of Vehicle Importers and Distributors
“The pandemic has given me much time to be more introspective and to take stock of life. Nothing belongs to us, even the air we breathe must be exhaled” (Alanna Vibes on Instagram). I have learned to test my limits and potential through trekking. The long journey and conquering difficult terrain on foot have become my way of life. I have realized that energy and zest are all free: I can breathe freely and I find joy in overcoming obstacle after obstacle.
I realize also that you don’t need to eat much; just eat right because long hours of backpacking require a light but stable energy source so you don’t feel heavy and bloated.
Today, this is how I take care of myself, which enables me to take care of my people.
People are your most important assets. In times of crisis and beyond, it’s your team that will pull the business through. I have made it a point to get daily updates on my people’s physical and mental health—how they are doing, how they are coping, most especially during these turbulent times.
We need empathy to be sustainable. More than ever, business leaders need to be sensitive and mindful of the plight of all their stakeholders—customers, dealers, suppliers and, most importantly, their employees. Yes, we are all in the same storm, but we are in different vessels. Showing solidarity with others fosters a recognition of interdependence and mutual respect, encouraging people to work together towards a shared goal.
Continuous and risky innovation is key to success. Staying on course will never yield the same results, especially in volatile times. This crisis will pass but we must get into the habit of getting ‘comfortable being uncomfortable.’ We need to push ourselves to develop a permanent attitude of courage, hope, resilience, and foresight.
Be on constant startup mode. You need to be quick and on point in adapting to change. As they say, the winners nowadays are those who ‘Fail fast, succeed fast.’”
