Insights on the critical issues facing global businesses.
| | With most executives devoting their initial coronavirus response to making sure employees were safe and adjusting to remote work, the selections below are largely from the second half of the year, as focus shifted to the new operational and strategic reality. |
Harvard Business Review While it's more complicated than ever, don’t abandon forecast modeling. Just change how you do it. |
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| Flexibility is in, dependence on one region or country is out. |
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| The swelling ranks of lower-income households will require many companies to improve their value-for-price equation. |
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| The pace of industry evolution continues to pick up. |
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| In the sustainability revolution, no company will be left unchanged, and those that act quickest will be those that end up leading. |
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| Here’s what we know so far about Covid-19’s effect on the PE industry. |
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Even before Covid-19, the golden age of corporate profitability was showing signs of topping out. |
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| Crises slow the most critical leadership decisions. |
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| Covid-19 has shown us the cost of shortchanging adaptability, prediction and resilience. |
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| With research and development and capital expenditures squeezed in manufacturing, companies should focus on building leadership positions—or cutting bait. |
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Harvard Business Review A new approach to leadership for the team at the top. |
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| Companies have to decide how—or whether—their employees will return to the office. |
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