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Healthcare systems are—explicitly—on a war footing to increase their capacity of beds, supplies, and trained workers.
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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 itMcKinsey research clearly indicates that making the right moves ahead of a crisis can build a company’s resilience. Depending on the situation your business is in, the team might also talk to the customers to figure out how to supply them, how to allocate orders, or, if the customers are shut down, whether you actually need to help them to ensure they are still there after the crisis.
That team looks after topics such as employee safety, which in the current health crisis is critically important; developing protocols for people to get back to work; making sure that the balance sheet is stable and that the financial viability of the company is assured; contacting suppliers—probably two, three, four levels deep—to make sure the supply chain is still intact.
As you learn more information, you adapt, but at any point in time, the CEO has the best possible information, with the scenarios and the judgment and the thinking about what actions to take on the table, to inform his or her own decisions. Analytics
Dominik Lelièvre is an associate partner in McKinsey’s Munich office, where Philipp Radtke is a senior partner and the co-leader of McKinsey’s global Operations Practice. For Business Leaders
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Do I need to financially shore up some of my suppliers?
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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.
In this McKinsey podcast, senior partners Martin Hirt and Kevin Laczkowski discuss the strategic moves companies can make to build resilience in real time and navigate the current uncertainty.
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