This article was first originally published in Sloan Management Review in October 2020.

As companies recognize that the timeline for moving past the impact of COVID-19 may lengthen into 2021 and maybe even beyond, key structures and processes within global organizations are coming under great strain.

Before the pandemic, centralized experts within organizations could easily travel across the globe to where they were needed. Global talent development and culture strategies relied on sending experts between home country and international assignments, and on developing local talent that was subsequently deployed in other regions in order to develop a true global mindset.

This article was first originally published in Sloan Management Review in June 2020.

The COVID-19 pandemic has suddenly and dramatically upended the working world, creating unanticipated business and leadership challenges. Some organizations are pivoting hard to new delivery channels, new products, and new operating models without having enough time to manage the impact of these changes thoughtfully. As a result, many executives currently find themselves shooting from the hip, bereft of their usual channels to engage deeply with stakeholders and gain agreement on the path forward.

This article was first originally published in Sloan Management Review in April 2020.

We are in the middle of a historic rupture in the economic fabric of our society. The COVID-19 pandemic has already had a pervasive impact on the United States, and economic and financial market experts are hotly debating how quickly the economy will recover once we get “on the other side” of the contagion and the enormous pressures it has placed on our health care system. Although it is too early to estimate the exact economic impact, it is likely that full recovery of economic activity, including GDP growth, jobs, and unemployment, will take at least a year, and likely much longer.