If there’s one thing the global business community is learning from the Covid-19 pandemic, it’s the outright imperative for companies to be agile “from top to bottom.” This lesson continues to ebb, flow, and unfold daily, wreaking having on bottom lines in every corner of the world.

In fact, agility is rapidly establishing itself as “the great equalizer,” asserting its unbridled authority over which companies—from global conglomerates to mom-and-pops, and everything in between—will survive another day. Although business agility has always been a key driver and benchmark of successful operations, now more than ever it’s clear that a business’s ability to rapidly (and accurately) assess a situation and then pivot quickly and with relative ease in response can be a deal breaker in the most profound sense. For many companies, this lack of agility on not just one but multiple levels of the operation means the literal end of the road.

When most people think of lean processes, they believe the goal is to optimize things in a step-by-step approach. The result that companies using lean methods can look forward to is incremental improvements brought about by the elimination of waste.

Individuals who stick with this definition often assert that lean principles oppose innovation. That’s because “innovation” is typically considered a product-based form of invention that causes disruption. Lean manufacturing is all about following well-defined processes and figuring out how to make them better. Innovation, on the other hand, usually occurs by uprooting current processes or blatantly not following them.

It may appear that lean manufacturing and innovation are opposed. However, some analysts assert that when companies recognize the compatibility between lean principles and innovation they will accelerate past their competition.

Scientists at the National Institute of Standards and Technology (NIST) have devised a novel, accurate, easy-to-operate, time- and labor-saving way to provide calibrated scale-bar standards for testing the performance of terrestrial laser scanner (TLS) systems.

TLS technology is widely employed to create detailed, high-resolution, 3D digital images of terrain, buildings, vegetation, construction projects, crime-scene forensics and—increasingly—very large objects such as airframe components that must be fitted together with precision, often on the scale of a few hundred micrometers (millionths of a meter; a human hair is about 100 micrometers thick).

“Of course, for geodesy and surveying and most forensic uses, you don’t really need micrometer resolution,” says NIST project scientist Vincent Lee. “But TLS systems are now often used in aerospace and ship building, where big components have to be joined very meticulously, like a wing onto a fuselage. That’s where measurements from a few hundred micrometers to a millimeter really matter.” And that’s where careful system testing really matters. (See video three below.)

Crossing the street or stepping backward when you encounter another person has already become a habit, as has a routine elbow bump, instead of a handshake.

And that is definitely what is needed during a health crisis. But when the time is right, as a society we must bounce back to social connectivity to prevent productivity and relationships from being forever damaged.

Humans are social beings. Sure, we have varying levels of desire for social interaction; some of us want to spend time alone, while others are more inclined to want to hang out in groups. But in one form or another, we all strive for connection with one another.

The physical distancing and forced isolation was a shock to our social system. Although it is helping the health emergency, in the long run it will hinder companies’ efforts to ramp up productivity.

During the late 1970s, I remember the Big Three automotive companies launched a “Quality of Work Life” workshop to rebuild trust between employees and their superiors after an economic downturn resulting in layoffs. The Big Three knew ramping up productivity would happen only with repaired relationships.

So many companies are shifting their employees to working from home to address the Covid-19 coronavirus pandemic. Yet they’re not considering the potential quality disasters that can occur as a result of this transition.

An example of this is what one of my coaching clients experienced more than a year before the pandemic hit. Myron is the risk and quality management executive in a medical services company with about 600 employees. He was one of the leaders tasked by his company’s senior management team with shifting the company’s employees to a work-from-home setup, due to rising rents on their office building.

Specifically, Myron led the team that managed risk and quality issues associated with the transition for all 600 employees to telework, due to his previous experience in helping small teams of three to six people in the company transition to working from home in the past. The much larger number of people who had many more diverse roles they had to assist now was proving to be a challenge. So was the short amount of time available to this project, which was only four weeks, and resulted from a failure in negotiation with the landlord of the office building.