COVID-19 is shaping up to be transformative to public health and the economy. On hbr.org, Martin Reeves, chairman of the BCG Henderson Institute, and colleagues explain why resilience continues to be the best answer to uncertainty.
Many companies in China have already moved beyond crisis response to recovery efforts. Here’s what the rest of the world can learn from them, as Martin Reeves and colleagues write on hbr.org.
Most leaders haven’t dealt with a crisis of this magnitude. Here are the traps to avoid and the principles to heed.
What is the best way forward? Notable global leaders share what they have learned during the COVID crisis.
Don’t hunker down and wait for a return to the past. Here are eight practical measures companies can take to sense, exploit, and shape the postcrisis reality.
Survival is top of mind today for many companies, but thriving is the long game. That calls on leaders to respond to a new environment, a new customer, and heightened societal expectations. Here are five imperatives for adapting to and shaping the post-COVID world.
Shifts in global supply chains, changing consumption patterns, and the increasing prevalence of remote ways of working—trends that were underway long before the COVID-19 crisis—will accelerate. AI can help companies thrive in this new environment.
Western governments planning for the economic rebound should look to the East. Businesses will need to both support government actions and enhance trust for employees, customers, and value chain partners.
Imagination—the capacity to create, evolve, and utilize the unknown—is the crucial factor in shaping our new environment.
Super-power Rivalries Exacerbated by Coronavirus Pandemic Offer India an Opportunity Super-power rivalries will create opportunities to replace China as a major supplier to the US and Japan. But first, we must survive. We can then re-imagine and thrive. Read the post >>
To Survive an Unprecedented Crisis like Coronavirus, Companies Need Wartime Leaders This particular crisis requires very different problem-solving approaches… Currently, we are in an ambiguous period, where we may see a resurgence of the disease, we need adaptive thinking. In the post-coronavirus world, we will need creative thinking. What we need now are ambidextrous leaders. Read the post >>
Policy and politics stand between a macroeconomic shock and a structural regime break.
The coming recession will take different shapes in different countries. Structural resilience and innovation—in medicine and policy making—will be key.
A single number cannot credibly capture COVID-19’s economic impact, and a single approach will not resolve all the vast implications of the disease, argue BCG's Philipp Carlsson-Szlezak and colleagues on hbr.org.
The 1986 Challenge space shuttle explosion provides important lessons on data analysis and management decisions when using predictive models during COVID-19.
To survive, and thrive, in the new reality, telecom companies must put artificial intelligence at the heart of their digital transformations.
For the large firms, working closely with the EU means avoiding a stalemate and gaining long-term competitive advantage.
Its leaders must quickly implement policy reforms that will enable EU companies to deploy AI at scale.
Industrial players have no time to lose. They need to catch up in digital by committing to a dramatic transformation.
