The most effective strategies focus on reinforcing corporate purpose, adhering to core values, engaging key stakeholders, and planning for multiple scenarios.
COVID-19 requires leaders to respond to a new environment, a new customer, and heightened societal expectations. To address these altered short- and medium-term priorities, we share five leadership imperatives in a new piece.
In an article for HBR, the authors argue that while there is no doubt that the intensity of the coronavirus shock — the depth and speed of the fall in output — is unparalleled and frightening, it is a long way from a macroeconomic shock — even a severe one — to a structural regime break, such as a depression or a debt crisis.
Mitigating climate change will require a way to scrub carbon dioxide from the atmosphere for good. Many companies are well-positioned to take action.
Imagination is one of the hardest things to keep alive under pressure (and especially challenging in today’s environment), but the companies that are able to do so can reap significant value. This article explains why we need imagination more than ever.
How has COVID-19 changed the priorities for leadership? Rich Lesser, CEO of Boston Consulting Group (BCG) and Martin Reeves, Chairman of BCG Henderson Institute examine short, medium, and long-term implications for strategy, organization, and leadership.
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