How much impact do CEOs have on their firms? And what differentiates top-performing CEOs? We studied the tenures of 7,000 CEOs worldwide to identify how much and how they affected their companies’ performance trajectories, after adjusting for other factors.
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.
Industrial players have no time to lose. They need to catch up in digital by committing to a dramatic transformation.
Companies and governments need to operate on multiple timescales to respond to the biological and economic threat posed by the coronavirus. They need to consider all levels of strategic response—reaction, recession, rebound, and re-imagination—simultaneously. In this piece, we offer the key principles for a multi-timescale strategy.
To avoid immense health or human costs, we will need to go beyond the essential first steps of mitigating the outbreak and develop new strategies that can allow us to resume some economic activity.
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