Check out our latest articles and interviews.
Global surveys of consumer sentiment during the coronavirus crisis
As governments and organizations continue to work toward containing COVID-19 and stem the growing humanitarian toll it is exacting, the economic effects are also beginning to be felt.
Stability in the storm: US banks in the pandemic and the next normal
Banks will be tested. Now is their chance to use their hard-won resilience to preserve the financial system and support their customers and communities.
Banking models after COVID-19: Taking model-risk management to the next level
The COVID-19 pandemic has revealed unexpected flaws in the business models that banks rely upon. How can they best address this challenge?
Financial decision-maker sentiment during the COVID-19 pandemic: A global perspective
We are tracking financial decision-maker sentiment and behavior across multiple countries to provide facts and insights that will help finance and business leaders navigate throughout the crisis
Pricing in a pandemic: Navigating the COVID-19 crisis
Demand is volatile right now, creating a variety of pricing challenges. Companies that focus on long-term value rather than short-term gain are best positioned to meet them.
The B2B digital inflection point: How sales have changed during COVID-19
COVID-19 is changing how B2B buyers and sellers interact. Savvy sales leaders are learning how to adapt to the next normal.
Tuning in, turning outward: Cultivating compassionate leadership in a crisis
Four qualities—awareness, vulnerability, empathy, and compassion—are critical for business leaders to care for people in crisis and set the stage for business recovery.
The consumer-data opportunity and the privacy imperative
As consumers become more careful about sharing data, and regulators step up privacy requirements, leading companies are learning that data protection and privacy can create a business advantage
Revisiting agile teams after an abrupt shift to remote
Agile teams traditionally excel when their members are co-located. Here’s how to ensure they’re effective now that COVID-19 has forced them to work remotely.
Leading with purpose: How marketing and sales leaders can shape the next normal
Chief marketing and sales officers have a defining role to play in navigating the current crisis—and in steering their companies’ success in the world that emerges from it.
How marketing leaders can both manage the coronavirus crisis and plan for the future
In the economic recovery from the pandemic, marketing—the link between businesses and their customers—will play a pivotal role. Planning starts now.
The digital-led recovery from COVID-19: Five questions for CEOs
A digital future lies ahead. By acting early and being bold and decisive, CEOs can accelerate their digital transformation and reach the next normal sooner.
Saving our livelihoods from COVID-19: Toward an economic recovery
The pandemic could give rise to a new era of human development. Otherwise, economic and social development may falter for decades.
April 2020: The coronavirus effect on global economic sentiment
In our latest survey, global executives report a gloomier outlook than one month ago. Two-thirds expect a sizable contraction in the world economy, and a record share predict declining company...
How CIOs can work with outsourcing providers to navigate the coronavirus crisis
From employee safety to work-at-home data security, business continuity, and financial resilience, companies need to follow a clear plan for working collaboratively with their outsourcing providers.
The future is not what it used to be: Thoughts on the shape of the next normal
The coronavirus crisis is a world-changing event. Here are seven elements for business leaders to consider as they plan for the next normal.
In the tunnel: Executive expectations about the shape of the coronavirus crisis
In this McKinsey survey, more than 2,000 executives around the world share their views on the likely impact of efforts to control the virus and support economic recovery.
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...
The CFO’s role in helping companies navigate the coronavirus crisis
Strong, steady leadership from the finance organization is critical for addressing immediate concerns about safety and survival, stabilizing the business in the near term, and positioning it for...
When investors call: How your business should talk about coronavirus
As the next earnings season approaches, CFOs and other senior leaders will need to focus on addressing immediate concerns associated with the pandemic while resetting expectations.
Global surveys of consumer sentiment during the coronavirus crisis
We are tracking consumer sentiment to gauge how people’s expectations, incomes, spending, and behaviors change throughout the crisis across multiple countries over time.
Cybersecurity tactics for the coronavirus pandemic
The pandemic has made it harder for companies to maintain security and business continuity. But new tactics can help cybersecurity leaders to safeguard their organizations.
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.
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.
Leadership in a crisis: Responding to the coronavirus outbreak and future challenges
For many executives, the coronavirus pandemic is a crisis unlike any others in recent times. Five leadership practices can help you respond effectively.
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.
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.
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.
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.
Remaking banking customer experience in response to coronavirus
In the context of COVID-19, banks can better serve customers in distress by enhancing support in the use of digital tools and new products and services.
A former European defense chief offers leadership lessons for tackling coronavirus
The former chief of defense of the Netherlands armed forces, Tom Middendorp, describes his approach to crisis management amid a complex situation like the coronavirus outbreak.
An instant economic crisis: How deep and how long?
Analysis of a range of economic data tracks the worsening effects of the pandemic in the West—and the cautious reopening of social and economic life in China.
How to restart national economies during the coronavirus crisis
By recognizing differences among regions and sectors, governments can get people back to work faster and safeguard our livelihoods
Addressing climate change in a post-pandemic world
The coronavirus crisis holds profound lessons that can help us address climate change—if we make greater economic and environmental resiliency core to our planning for the recovery ahead.
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.
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.
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.
How payments can adjust to the coronavirus pandemic—and help the world adapt
The challenges are immediate, with long-term implications for global, regional, and local economies—and for the payments industry itself. Here’s what to expect.
How private equity operating groups are taking on the challenge of the coronavirus
Value-creation teams are grappling with the COVID-19 pandemic and its implications for their portfolio companies. Our interviews reveal the steps they’re taking.
Areas of expertise and experience include: Advanced Analytics (including Big Data and Machine Learning), credit risk, collections, pre-provision net revenue (PPNR) modeling, stress-testing (Comprehensive Capital Analysis and Review; CCAR), corporate risk assessment and modeling, and enterprise risk management