From natural disasters to pandemics, a humanitarian crisis requires quick action—and a longer-term plan. BCG’s humanitarian response consultants collaborate across the private, public, and social sectors to drive new and innovative approaches.
A humanitarian crisis may spark suddenly, but it’s likely to affect lives—and often imperil them—for months or even years. COVID-19 has made that all too clear. Emergency preparedness is crucial; so, too, are smart strategies for immediate disaster relief and longer-term recovery. That’s a tall order, especially when resources are limited, logistics are difficult, and the urgency is high.
A humanitarian response should be innovative, agile, and adaptive. This means applying data analytics and emerging technologies in tackling an emergency, whether it’s a flood, an earthquake, a pandemic, or a refugee crisis. And it means partnering across sectors, often in unique and novel ways. For while a humanitarian crisis may seem all too familiar, the most effective response will likely look all new.
Humanitarian response is about deploying resources in the most effective manner. We draw on a unique breadth of expertise, methodologies, and relationships to develop and carry out the optimal humanitarian relief strategy.
In our work across industries, we’ve seen the power of innovation in spurring success. Humanitarian response is no different. Here are some of the ways we’re exploring creative—and better—humanitarian relief solutions:
BCG’s Work on Humanitarian and Resilience Investing
BCG worked with the World Economic Forum to explore how an impact-driven investment model can mitigate crises and strengthen the self-reliance of fragile communities while providing financial returns.
There is an immediate need to address the widening energy access gap impacting Sub-Saharan Africa. With NORCAP and BCG, explore how clean energy offers real solutions.
Protecting the vulnerable would provide societies with a path to contain the virus, reopen most businesses, and return to schools without reverting to lockdowns.
David Young clarifies the private sector's role in preparing for humanitarian crises for the good of the business, its employees, and the country in which it operates.
During the peak of the Ebola crisis, the recovery process in Africa was not going according to plan. Failure after sobering failure forced BCG’s Shalini Unnikrishnan to recognize that they had approached the crisis from the wrong direction.
