Improving your odds of success for large scale change programsHelping you embed technology where it unlocks the most value for your organizationEnabling your people to accelerate and sustain the changePractical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and moreOur mission is to help leaders in multiple sectors develop a deeper understanding of the global economy.Our flagship business publication has been defining and informing the senior-management agenda since 1964.Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and moreLearn what it means for you, and meet the people who create itImproving your odds of success for large scale change programsHelping you embed technology where it unlocks the most value for your organizationEnabling your people to accelerate and sustain the changePractical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and moreOur mission is to help leaders in multiple sectors develop a deeper understanding of the global economy.Our flagship business publication has been defining and informing the senior-management agenda since 1964.Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and moreLearn what it means for you, and meet the people who create itDon't miss this roundup of our newest and most distinctive insights
Technology, Media & Telecommunications Travel, Logistics & Transport Infrastructure You shouldn’t wait, because your competitors might go for it. Real Estate
Efforts are under way to alleviate shortages of much-needed medical supplies.
Technology, Media & Telecommunications Capital Projects & Infrastructure Pharmaceuticals & Medical Products Coronavirus: Leading Through the Crisis Operations Capital Projects & Infrastructure M&A Operations
A lot of companies are now moving away from providing earnings guidance for the foreseeable future and this may be an opportune time—once they have gotten through the initial economic shock and stabilized the business—to think about the parts of the business that required transformation and actually doing the things that they had always wanted to do.The third, which is a little bit unique to this crisis versus the financial crisis of 2008 or others that preceded that, is around taking the lead on digital. Financial Services New approaches to organizational structure, operating practices, and environmental monitoring will be crucial in the months ahead. Transformation Semiconductors Insights on how organizations can respond, and what happens next Solutions Organization
So these are two recommendations on what to practically do now that you find yourself in a crisis.The first is M&A. It’s very important to be extremely cognizant of what drives your decision timeline.Sometimes your hand will be forced. Kevin, let’s start with you: How would you define “resilience”?If you haven’t specifically prepared for the crisis, I think there are two things you want to be cognizant of. Based in Milan, Marta Rohr is a director of practice operations, while Rafael Westinner is a partner in the Madrid office.
COVID-19 Impact Automotive & Assembly What will happen with US–China trade, and what are the implications of that? -
© 1996-2020 McKinsey & Company
Chemicals © 1996-2020 McKinsey & Company Consumer Packaged Goods Paper, Forest Products & Packaging That team doesn’t do the day-to-day crisis management—they do the thinking. Analytics Take it or leave it. Media