2020欧洲杯体育比分

Skip to main content

Coronavirus: Leading through the crisis

Insights on how organizations can respond, and what happens next
Article

Safeguarding our lives and our livelihoods: The imperative of our time

– We must solve for the virus and the economy. It starts with battling the virus.
Article

Beyond coronavirus: The path to the next normal

– The coronavirus is not only a health crisis of immense proportion—it’s also an imminent restructuring of the global economic order. Here’s how leaders can begin navigating to what’s next.
Executive Briefing

COVID-19: Implications for business

– The coronavirus outbreak is first and foremost a human tragedy, affecting hundreds of thousands of people. It is also having a growing impact on the global economy. This article is intended to provide business leaders with a perspective on the evolving situation and implications for their companies. The outbreak is moving quickly, and some of the perspectives in this article may fall rapidly out of date. This article reflects our perspective as of March 25, 2020. We will update it regularly as the outbreak evolves.

COVID-19 ACTION PLAN

Leading the response

Article

Applying past leadership lessons to the coronavirus pandemic

– Three seasoned leaders describe what they learned from managing through past crises.
Article

Leadership in a crisis: Responding to the coronavirus outbreak and future challenges

– For many executives, the coronavirus pandemic is a crisis unlike any other in recent times. Five leadership practices can help you respond effectively.
Article

Responding to coronavirus: The minimum viable nerve center

– Amid the coronavirus pandemic, companies need a crisis response coordinated by top management that gives experts and managers the autonomy to implement creative, pragmatic solutions.
Article

Decision making in uncertain times

– The timeline for companies to react to the coronavirus has shrunk dramatically. Here are five principles that leaders can follow to make smart decisions quickly during the pandemic.
Article

Supply-chain recovery in coronavirus times—plan for now and the future

– Actions taken now to mitigate impacts on supply chains from coronavirus can also build resilience against future shocks.

Consumer Insights

Survey

Survey: US consumer sentiment during the coronavirus crisis

– American consumers are still optimistic about the economy, but they’re already reporting changes in their income, spending,... and behavior.
Article

Helping US healthcare stakeholders understand the human side of the COVID-19 crisis: McKinsey Consumer Healthcare Insights

– Healthcare stakeholders on the front lines of the COVID-19 pandemic must understand not only the disease itself, but also consumers’... questions, concerns, and behaviors. Our recent rapid-research effort in the US provides some early insights.

Role of Technology

Article

Cybersecurity’s dual mission during the coronavirus crisis

– Chief information-security officers must balance two priorities to respond to the pandemic: protecting against new cyberthreats and maintaining business continuity. Four strategic principles can help.
Article

The CIO’s moment: Leadership through the first wave of the coronavirus crisis

– It’s already clear that CIOs during the coronavirus outbreak are playing a central role in navigating the crisis, even as companies grapple with the implications.

Remote working

Article

A blueprint for remote working: Lessons from China

– As home to some of the world’s largest firms, China offers lessons for those that are just now starting to embrace the shift to remote working.
Article

Adapting workplace learning in the time of coronavirus

– Managers can’t push the pause button on capability building, so the moment belongs to virtual learning. Some tactics and strategies can help.

Banking

Article

Lessons from Asian banks on their coronavirus response

– Financial institutions in countries initially affected by the pandemic moved quickly to safeguard their employees, transform their operations, and serve customers in new ways.
Article

Leading a consumer bank through the coronavirus pandemic

– The implications of the COVID-19 crisis are profound for consumer and small-business banks, and the steps they take now will shape operations long into the future. Here is where to start.
Article

Addressing the needs of customers in delinquency impacted by the coronavirus

– As banks respond to disruptions in their operations, they can plan their credit risk management strategies around three customer-centric best practices.
Article

Leadership in the time of coronavirus: COVID-19 response and implications for banks

– As the effects of the COVID-19 pandemic continue to reverberate, banks have a role to play as systemic stabilizers.

Other Sector perspectives

Survey

Economic Conditions Snapshot, March 2020: McKinsey Global Survey results

– As the coronavirus outbreak unfolded at the beginning of March, the survey elicited sobering early appraisals, with expectations of significant business risks and stifled growth prospects for the months ahead.
Article

What food retailers should do during the coronavirus crisis

– The food-retail industry plays a critical role in these uncertain times. Here are six actions food retailers should take to help their communities, their employees, and their business.
Article

Wealth management in Asia: Navigating the impact of coronavirus

– To adequately respond to the COVID-19 pandemic, wealth-management firms can implement four measures.
Article

Coronavirus: A response framework for advanced industries companies

– As the coronavirus causes worldwide challenges for healthcare systems and economies, advanced industries companies are looking for strategies to navigate the difficult, evolving situation.
Article

Private equity and the new reality of coronavirus

– Sponsors and their portfolio companies need to adjust quickly to the COVID-19 outbreak. Here’s the new playbook.

Business Resilience

Article - McKinsey Quarterly

Bubbles pop, downturns stop

– Economic downturns are impossible to predict and sure as sunrise. Build resilience now, because when the sun comes up, you’d better be moving.
Article

Building resilient operations

– In the face of rising uncertainty, get ready for the unexpected. To build resilience, accelerate productivity improvement and operational flexibility.
Article

A primer in resilience: Maximizing value beyond earnings

– Empowering the finance organization to take decisive action to strengthen the balance sheet is critical to achieving organizational resilience.

Contact McKinsey about coronavirus response