How to Lead in the New Reality
To navigate the coronavirus pandemic, business leaders must squarely face the immediate crisis while simultaneously preparing for a transformed future. There will be no return to normal.
To navigate the coronavirus pandemic, business leaders must squarely face the immediate crisis while simultaneously preparing for a transformed future. There will be no return to normal.
Leaders searching for crisis-management strategies to address the impact of COVID-19 have much to learn from companies that survived the global financial crisis of 2008.
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NewRealityLive
A must-watch video series for business leaders during the pandemic.
For business and for government, health is the number one priority for leading in the crisis. Finding safe ways to reopen workplaces and restart economies calls for new decision-making and scenario-planning tools.
Restarting Societies and Economies—Safely
In the global battle against the novel coronavirus, the world is at a delicate transition point. The challenge: to open up society and restart the economy—but without sparking a new wave of infections and deaths.
There is a proven strategy for winning the fight. To deploy it effectively, governments must address four critical imperatives.
CEOs should respond proactively, act decisively, and provide a clear agenda. Focusing on five priorities now is key.
Digital transformation isn’t new, but many organizations have been stuck at the pilot stage. Now, as workforces and consumers are pushed online at an unprecedented pace, companies must move faster to figure out the new digital reality—one in which technology and people combine their unique strengths.
Leaders should be managing remote working conditions amid the uncertainty of today and prepare for and optimize the hybrid working models of tomorrow.
Principles abound for socially responsible artificial intelligence. Here’s how to put them into action.
People support their companies’ efforts to work in new ways, but many feel the transition could happen even faster.
Digital Transformation
Learn how BCG helps clients digitize customer relationships, build digital talent and organizations, harness data and advanced technologies, and digitize their core processes.
In the heat of the pandemic, leaders instinctively made people their priority. As they move forward to transform, how do companies keep employees front and center?
Because most organizations have already launched short-term measures to respond to COVID-19, the challenge now is to build on that progress. Five leadership traits will be crucial.
For some companies, disruption is a risk to be avoided. For others, it’s an opportunity to be embraced. With better sensing, modeling, and planning capabilities, businesses can use upheaval as a catapult to success.
Companies cannot afford to be constrained by traditional information sources, business models, and capital allocation behaviors, writes BCG’s Martin Reeves in the Harvard Business Review.
BCG TURN
At BCG, we work with companies across industries, and around the world, to change their trajectory—whatever the starting point—and turn untapped potential into radical performance gains.
Governments have an unparalleled opportunity to use stimulus programs to drive climate change progress. But their approach must reflect the specifics of their economy and workforce.
To overcome climate inaction, we must understand the rationale for individuals’ behaviors, identify the groups that could change those behaviors, and work with those groups to transform the vicious cycle into a virtuous one.
Manufacturers can implement win-win actions in their production and logistics operations that benefit the environment and create financial value.
As the market rebounds, brands that have mastered just-in-time personalization and digital relationships—and built emotional connections with customers—will be the clear winners.
Lighthouse by BCG
Lighthouse, BCG’s high-frequency data and analytics platform, allows companies to anticipate meaningful shifts in consumer demand—and pivot quickly.
At BCG, we’re helping leaders both plan for continued volatility in the near and medium term and imagine what the postpandemic future could look like. While the immediate tasks may be new—containing the spread of the disease, bringing people back to work safely, and reopening economies—the longer-term priorities are not. The difference is that they have become even more urgent. Organizations need to listen to consumers more closely than ever and adapt in real time to their rapidly evolving needs. They must accelerate the spread of digital across their operations and transform for survival and resilience. And, most important, they must articulate a purpose beyond profit in order to help shape a better future for all.
