Taking Stock of the COVID-19 Recession

In their guest column for Harvard Business Review, BCG’s Philipp Carlsson-Szlezak, Paul Swartz, and Martin Reeves discuss the underlying dynamics of a pandemic-induced recession. The authors assert that a health emergency requiring restrictive public-health interventions creates a severe economic disruption, which must be bridged by economic policy. They believe that successful public-health interventions can reduce the cost, risk, and complexity of the needed economic policy response. They advise business leaders to pause and take stock, build resilience, and capture advantage in order to combat the recession

Financial Express

Post-Pandemic Banking: What Should We Do with PSBs Post COVID?

In his guest column for Financial Express, BCG’s Janmejaya Sinha outlines a new ownership model for Indian public-sector banks that he believes will soften the economic impact caused by the pandemic. He asserts that the best option is for the government to become the single largest owner of nationalized banks instead of being a majority owner. He writes that such a model could “marry the stability of government ownership with the dynamic pressure of market forces seeking efficiency and profitability.”


If the US Had Handled COVID-19 Like Europe Did, 60,000 Americans Would Still Be Alive

In his guest column for Fortune, BCG’s CEO, Rich Lesser, outlines the crucial steps the US needs to take to overcome the pandemic. He explains that people of color, those over 65, and people with specific preconditions are more vulnerable to COVID-19. He references a BCG analysis which suggests that the US’s high pandemic-related death count comes from a combination of heightened exposure risk and a lack of sufficient testing. He urges business and political leaders to work together and learn from their past mistakes to defeat the virus.

China Daily

Accelerating a Green Recovery

In her guest column for China Daily, BCG’s Carol Liao explains how China’s next five-year plan provides an opportunity for the country to ramp up its climate actions. She outlines how governments, businesses, and investors around the world can leverage the pandemic to advance the development of a green economy for the new reality. She believes that the government must prioritize stimulus strategies and focus on creating more green job opportunities, while businesses must emphasize climate in their investment allocation and management activities from the enterprise level.

The Edge Singapore

Finding Advantage in Adversity During COVID-19

In his guest column for The Edge Singapore, BCG’s Jaime Ruiz-Cabrero explains how companies can use times of crisis and adversity as opportunities to transform for the new reality. He outlines the steps companies can take in the short term to overcome a crisis, including cash preservation, continual scenario planning, and rapid cost-takeout. Over the long term, he advises companies to transform to unlock new opportunities through zero-based budgeting, acquisitions, and digitalization.

Financial Times

What the Rich Are Still Spending

The pandemic has forced even the wealthy to change their spending patterns, BCG’s Sarah Willersdorf explains to the Financial Times. According to the seventh edition of BCG’s “True-Luxury Global Consumer Insights” report, 57% of high-end shoppers have refrained from making purchases and investments they had planned before the pandemic. Willersdorf says, “ultra-high-net-worth individuals are still happy to spend, while the slightly less rich will trade down.”

China Daily

Auto Companies in the New Energy Era

In his guest column for China Daily, BCG’s Gang Xu discusses the recent rapid growth of China’s new energy vehicle (NEV) market. He notes that uncertainties may indicate a coming restructuring of the industry. He explains that the overall profitability of China’s NEV industry is decreasing as other industry giants with stronger supply chains enter the market. Gang expects that auto players that actively seek transformation and strong user touchpoints will dominate the market; whereas those that lose touchpoints will be pushed out.


Learning & Development: COVID-19 Pushes It from the Back Room into the Spotlight

In his column for Forbes, BCG’s Grant Freeland discusses the limitations of remote learning and the importance of learning and development (L&D) during the COVID-19 pandemic. He writes that, given the speed at which technology and society are changing, the need for continuous learning, reskilling, and upskilling has never been greater. Freeland says broader L&D programs create a pool of agile employees, develop problem-solving managers, and inspire leadership in executives.

Australian Financial Review

The Need for Digital Transformation During the Pandemic

BCG’s Stefan Mohr tells the Australian Financial Review that the pandemic is giving greater urgency to digital transformation. Citing research from BCG, Mohr explains that digital leaders outperform their peers in key areas including cost efficiency, product quality, customer satisfaction, and time to market. As the world rapidly changes, digital leaders will be the front-runners in the race for business survival, he says.

CNBC Africa

How East African Businesses Can Survive COVID-19

In an interview with CNBC Africa, BCG’s Mills Schenck asserts that East African firms should be actively managing their liquidity to adapt to the new reality and to ensure near-term continuity. He explains that there are opportunities for all sectors to capitalize on shifting supply-chain dynamics and to invest in digital. According to Schenck, companies need to build flexibility in their business models and future-proof their supply chains to ensure greater resiliency.


A Guide to Building a More Resilient Business

In their featured article for hbr.org, BCG’s Martin Reeves and Kevin Whitaker explain how businesses can explicitly design for, measure, and manage resilience in our COVID-19 world. They stress the importance of resilience as the business environment is becoming more dynamic and unpredictable. The authors explain that managing for resilience requires a “fundamentally different mental model of business—one that embraces complexity, uncertainty, interdependence, systems thinking, and a multi-timescale perspective.”


Pandemic Accentuates Two Problems with Change Management: One Is Change, the Other Is Management

In his column for Forbes, BCG’s Grant Freeland discusses the importance of change readiness in organizations. He consults BCG’s Martin Reeves, who shares that companies’ change programs fail to meet expectations 75% of the time. According to Reeves, the biggest mistake is made when senior leaders try to work out too many details in advance. Reeves believes the most successful companies are those that “constantly learn and adapt to changing realities.”