Kris Canekeratne is co-founder, chairman & CEO of Virtusa, a leader in empowering businesses to accelerate innovation & business outcomes.

It was February 18, 2019, and I stood proudly alongside our employees and leadership team as we moved into our amazing new offices in lower Manhattan, on the 34th floor with 360-degree views of the bustling city. We spent years creating a culture of innovation and collaboration, and the workspace we had envisioned and designed was a reality.

On any given day, we would have client briefings, workshops in our transformation studio, and swarms of agile teams working together and often competing with one another. Surrounding the open workspace are monitors with rotating leaderboards and other gamification features for all to see.

We incorporate gamification features because research has shown that employees are more motivated when engaged in gamified training (83%) compared to non-gamified training (28%). Not only has this element made our employees more productive, but we’ve also seen improvements in employee morale, recruiting and client satisfaction.

Like many others, we entered 2020 with wind in our sails — a strong momentum in key markets, great clients, a collaborative culture and flourishing partnerships with industry leaders. I entered the year full of confidence in our strategy, leadership, vision and ability to shift directions. Then came Covid-19, and with it, instability, uncertainty and fear. Over the past year, everything I had trained for, learned and overcome essentially went out the window.

As we look outside of our organization and across industries and geographies, there have been some great examples of businesses and private sector leaders making bold decisions in the best interest of their employees, customers and profit margins. One of the common threads I’ve seen is resiliency. This resiliency encompasses more than just the ability to bounce back from adversity.

Truly resilient leaders and companies have embraced these times of adversity to learn, adapt and become stronger. With that comes the ability to make more confident decisions, even with everything on the line.

A year later, and with our fiscal year just underway, I did some reflecting on what we could have done differently, and more importantly, what we are going to do differently, particularly around employee and client engagement. There are three lessons we’ve learned as a global organization. We have made it a priority to turn these challenges into opportunities, and other organizations may benefit from doing the same.

1. Shift the focus from face-to-face to human-to-human. Just because we aren’t working side by side in the same room doesn’t mean we need to lose our sense of teaming and collaboration. Teams can use this as an opportunity to find new ways to encourage even greater interaction, productivity and morale. Our employees have helped develop new tools, processes and collaborative online environments to innovate faster than before.

2. Anticipate constant change and build it into your management system. Assume things will continue to shift; the status quo no longer exists. This requires a new way to plan, execute, measure and align resources, and is much more than a mindset. From hiring practices to client onboarding to how you market your services, there’s no single approach. We’re encouraging our teams to test new tools and approaches and to figure out what works best for their needs. Be open to testing, failing, learning to evolve and quickly scaling when it works.

3. Measurement needs to be fluid. Success is often a moving target, with internal and external forces causing organizations to pivot when new opportunities emerge. While it will always be important to establish key financial metrics, how we track, measure and assess on a real-time basis needs to adapt to short-term milestones and metrics. Balancing short- and long-term goals and measurements is critical for everything from sales to employee engagement.

As leaders, we also need to look to one another for insights and inspiration. I can remember back to March 11, 2020, the day that the World Health Organization formally designated the coronavirus a pandemic. The commissioner of the National Basketball Association (NBA), Adam Silver, took the bold step to suspend the league’s season (subscription required). It was among the first high-profile decisions in the U.S. in response to the virus, and it was made at a time of major uncertainty, with lots of opinions and an enormous financial impact.

Whether you agree with his decision or not isn’t the point. He felt it was better for the sport, the players and everyone involved in the NBA to shut it down. Many others followed suit. As leaders, we will continue to be tested, and how we respond will be examined under a microscope.

The challenges aren’t going away. The remote workforce, cybersecurity, new consumer behaviors and expectations — the list goes on. The ultimate question we need to ask ourselves is, “Are we better prepared for drastic shifts and disruptions today than we were a year ago?”

It’s not all doom and gloom; there’s a lot to be optimistic and excited about. Telehealth has advanced with amazing speed, contactless technologies, new tools for collaboration. We have an even greater appreciation for our employees, clients and partners — and their resilience. The past year has forced us to work smarter, even when presented with one roadblock after another. Now we’re at the point of no return, and that’s exciting. The possibilities are endless.

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