Related Expertise: Leadership Development, 公共部门, Health Care Payers, Providers, Systems & Services
企业比以往任何时候都更需要在保护生命健康、提振经济、制定切实可行且突破创新的解决方案方面发挥关键作用，将对经济复苏甚至更长远的发展产生影响。在BCG，我们正与世界各地的企业合作，应对新冠疫情在各方面造成的影响，采取从迅速应对到更根本的战略转变等多种举措。我们还帮助企业更长远地展望未来，设想危机将如何继续影响竞争环境，以及未来几个月乃至几年的社会需求。
Emergence from the pandemic will depend on human behavior, people feeling safe in the world and in the workplace, and workers becoming healthier and more productive. This is largely a project for the private sector.
We gained firsthand insights from 17 board chairs on how their organizations weathered the pandemic, trends that will emerge during the coming recovery, and how leaders can prepare for the next crisis.
Competing home responsibilities, barriers to inclusion, and social isolation are everyone’s problem. It’s time for businesses to fight back.
A systematic approach to postpandemic ways of working can capture the upsides of these models while mitigating the risks.
The pandemic unleashed a global experiment in productivity and performance. Just as public health officials have much to learn from the crisis, so too do corporate executives.
Yesterday’s models can’t handle today’s challenges. Businesses won’t survive without a bold new approach for tomorrow.
A study of 209,000 people in 190 countries shows the appeal of professional reinvention at an uncertain time.
Leaders now need to refocus on the long term and attend to five key imperatives.
Beyond Great
How to build sustainable business advantage in a world where great is no longer good enough.
The pandemic won’t be the last global crisis we face. Here are six principles public sector organizations should follow to prepare for future disruptions.
The pandemic motivated customers to conduct complex business transactions using digital tools. Now, banks have the rare opportunity to change the way they do business.
Surging demand for online fitness classes and do-it-yourself hair styling proved fleeting. But other behavioral shifts—such as increased use of digital and of healthier products—are enduring.
Although anxiety over health and finances is high, attitudes remain surprisingly resilient. And some behavioral changes—including greater use of digital commerce and tools—are sticking.
BCG’s latest survey on the impact of COVID-19 shows which changes in how doctors engage with the pharma industry will last beyond the pandemic.
What has worked, what can be improved, and what needs to be reimagined so that we are better prepared for the next pandemic and better able to improve health in the world’s poorest nations?
A new wave of innovation is coming. Pharma companies need to determine the role they will play in shaping it.
Concerns about Black hesitancy during the rollout of the COVID-19 vaccine have distracted health officials from the real issue: equitable access.
The prepandemic playbooks won’t cut it anymore. Businesses have to radically reimagine their strategies to account for the formative business impact of COVID-19. They must be ready for whatever challenges and crises lie ahead—and prepared for reinvention in their wake.
CEOs face complex disruptions—climate change, rapid advances in technology, and the ongoing pandemic, to name a few. Where should they focus? BCG experts share their thoughts on an agenda for the future.
Today more than ever, we are relying on our leaders to deliver. We’re asking more of them than we have in decades.
US states face the delicate task of scaling back their COVID-19 public-health infrastructure while ensuring that they are better prepared for the next crisis.
BCG’s latest research finds investors increasingly bearish on the economy and the stock market—and they want businesses to focus on both liquidity and long-term advantage.
