Expecting the Unexpected

As crowds thronged to watch the crystal ball drop in Times Square or see the fireworks display over Sydney Harbour on December 31st, few - if any - of those ringing-in the new decade would have predicted the grim situation the globe would be facing by Easter: more than half of the world's population in lockdown, 100,000 dead, stock market turmoil… In Covid-19, companies face a challenge like none they have ever encountered.

As crowds thronged to watch the crystal ball drop in Times Square or see the fireworks display over Sydney Harbour on December 31st, few - if any - of those ringing-in the new decade would have predicted the grim situation the globe would be facing by Easter: more than half of the world's population in lockdown, 100,000 dead, stock market turmoil… In Covid-19, companies face a challenge like none they have ever encountered.


As the pandemic continues, in boardrooms from Beijing to Barcelona, management committees are ‘war-gaming’ numerous potential economic scenarios, ranging from a short recession to a new Great Depression. In order to survive this unprecedented crisis, executives will need to get the most from their human and financial capital. We are all in this together and there will be no salvation without the continuous support and cooperation of all economic stakeholders - both banks and state bodies - and the intelligent deployment of staff who, in turn, are learning to work and interact differently.

Executives are well versed at providing direction, instilling a vision and balancing risks and opportunities. But in the current environment, they are in unchartered waters. Bosses, financial directors, HR managers, representatives of public institutions… these leaders must drawn on all their strength and experience to steer their organizations through this storm. What is their state of mind? How have they handled things in recent weeks from an operational point of view? Do they see future opportunities in this crisis? In this special report, Leaders League gives them the floor.

Read the full Special Report: Crisis Management: Challenges & Solutions

CEOs, CFOs, HR managers, Heads of public institutions... the coronavirus pandemic has forced boardrooms to go into crisis-management mode. Will the lockdown be swift and decisive, or should we expect the worst? Corporate leaders are mobilizing their human and financial capital in an effort to steer their companies through the storm.
Summary “Replace the face-to-face relationships with content distribution platforms that put them at the forefront of their service cate "Public consultation is not a hindrance but a question of safety" ‘‘Fintechs provide customers with an opportunity to obtain credit at this difficult time” "We are not in a situation of credit-access disruption" “This crisis has shown there is plenty of scope for law firms to work more efficiently” “Covid-19 Is affecting almost all sectors of the Peruvian economy” “It will take two to three years for the oil and gas industry to recover’’ "The state can do a lot, but it’s not Santa Claus" “I expect radical changes in the delivery of legal services in the aftermath of Covid-19’’ The Seven Key Elements of Effective Leadership in a Crisis

interview

Accenture's CEO and CFO interview by Leaders League Group

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