Managing the Coronavirus Crisis
Many companies in China have already moved beyond crisis response to recovery efforts. Here’s what the rest of the world can learn from them, as Martin Reeves and colleagues write on hbr.org.
A single number cannot credibly capture COVID-19’s economic impact, and a single approach will not resolve all the vast implications of the disease, argue BCG's Philipp Carlsson-Szlezak and colleagues on hbr.org.
COVID-19 is shaping up to be transformative to public health and the economy. On hbr.org, Martin Reeves, chairman of the BCG Henderson Institute, and colleagues explain why resilience continues to be the best answer to uncertainty.
Novel pathogens and global travel are not going away. Are we learning the right lessons from outbreaks such as COVID-19 to be better prepared for the next one?
The strongest leaders are dealing with the short term—by acting rapidly to protect their employees, customers, business, and the public—while anticipating the eventual rebound.
Here’s what’s been happening to automotive supply chains in China—in Hubei province, in particular—and how companies can respond to this and future global challenges.
A survey of C-suite executives suggests a rapid dip in profits for luxury brands.
Understand the situation in your industry, consider multiple scenarios, and plot out both immediate actions and longer-term steps to lay the foundation for a strong recovery.
We Need to Turn Our Response to Crisis Inside Out
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.
Sometimes the right approach to redesigning an enterprise is a simple, static one. But often it isn’t
We want order and control, but those are increasingly hard to find in business. Look to biological systems for lessons on how to master complexity and—even more important—how to think about it.
More information here.