How to Care for Your Workforce in a Crisis
Competing home responsibilities, barriers to inclusion, and social isolation are everyone’s problem. It’s time for businesses to fight back.
Related Expertise: Leadership Development, Public Sector, Health Care Payers, Providers & Services
Now more than ever, business and government have a crucial role to play in protecting people’s health, bolstering the economy, and developing both practical solutions and game-changing innovations. At BCG, we’re working with companies and public-sector organizations around the world to manage the impact of the coronavirus, with actions ranging from rapid responses to more fundamental, strategic shifts. We’re also helping leaders look much further ahead and envision how the crisis will continue to affect the competitive environment and what society will need in the coming months and years. This page is updated frequently with the latest COVID-19 information and insights.
The economic impact of the coronavirus calls on leaders to step up on multiple fronts: attending to people’s immediate needs, ensuring the health of the business, scanning the continually changing business and societal landscape, and positioning the enterprise to thrive in a new normal.
Competing home responsibilities, barriers to inclusion, and social isolation are everyone’s problem. It’s time for businesses to fight back.
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.
Learn how your company can hold onto the valuable productivity gains made during the pandemic.
The fight will be long. Businesses and society must plan for multiple scenarios to survive the crisis and emerge stronger.
After a challenging year for tech vendors, our latest survey reveals a shift toward pre-pandemic IT budgets and priorities—even in some hard-hit industries.
CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
The soaring demand for COVID-19 vaccines provides an opportunity for contract development and manufacturing organizations to deepen their relationships with biopharmaceutical customers and drive growth.
Today’s centralized GBS are organized around end-to-end processes. They coordinate functions, integrate technology, and promote the new ways of working that businesses need today.
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough.
Six months since our initial consumer sentiment survey, behavioral patterns are starting to take shape.
After a rough July, consumers are regaining their equilibrium—and their optimism—as they look toward resuming activities that COVID-19 has forced them to forgo.
Many retailers are in the process of reopening their doors to a changed world. The COVID-19 pandemic has altered what consumers are looking for and has driven an even more radical shift in how they shop to meet those demands.
The online-shopping wave is about to crest, so it's time to get creative with new strategies for attracting and serving customers on digital channels.
Recovery from the COVID-19 crisis requires a radical business redesign. Brands must cut operating costs, boost e-commerce, and invest for the future.
Young, tech-enabled companies have done remarkably well during the COVID-19 period, offering crucial lessons about the value of creativity, agility, and discipline.
Reducing exposure among those who are vulnerable to adverse health outcomes will benefit the healthy, the economically vulnerable, and society overall.
In the aftermath of the presidential election, the US has its last best chance to reset the fight against the coronavirus.
Employees who feel unsupported during the COVID-19 crisis are more likely to leave your organization once the pandemic is over.
A remote-learning initiative in India suggests that smartphones could offer a low-cost solution to the digital education divide.
Managing Director & Senior Partner, Chairman of the BCG Henderson Institute
San Francisco - Bay Area
