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Analyze More from this series Subscribe Share What to Read Next Five Tips for Improving One-on-One Meetings to Build a Stronger Culture: Must-Read Books of the Year for Departments MIT Must-Read Books of the Year for Artificial Intelligence The Top 10 Articles of the Year Since Appearing Now Much has been said and written about uncertainty since it came into public view, but the global pandemic has had a clarifying effect. It highlights weaknesses in our planning, priorities and systems and reveals the true values of individuals and institutions. We are now seeing how many of us are working without adequate internet. For businesses, the pursuit of efficiency may come at a much higher cost in terms of operational resilience than we expect. Despite decades of good reason to warn of the inevitability of pandemic events, a narrow view of risk management has left too many people unprepared and underfunded.
Many countries have allowed social safety nets to collapse, leaving those on the margins unprotected and now suffering from Get the latest in transformational leadership, evidence-based resources to help you lead your team more effectively, delivered to your inbox every month. What is your email? Sign up Privacy Policy This crisis holds a mirror up to how we make decisions That said, as Thomas Davenport ( ) explains in his Job Function Email List column in this issue, decisions often harbor a host of unrecognized biases and reveal illustrates the difficulty of making good data-driven decisions without good data. Not incidentally, it may have improved the data literacy of millions of news consumers, who are now more familiar with data modeling, (supposedly) flat curves, and more. Related Articles Good Questions.
Elizabeth Heichler Understanding Tomorrow’s Workforce: Today’s Student Labor Activist Ayanna Howard The burden of proof for corporate sustainability is too high Andrew Winston Want a clearer understanding of generative AI? Broad Experiments Linda Gratton The pandemic has also brought out the best in many leaders. We are encouraged by employers who are continuing to pay hourly workers who cannot work in closed factories; by manufacturers who are retooling to produce much-needed medical and hygiene products; and by those who are dedicating resources and talent to Be inspired by companies working together to develop treatments and tools to combat the spread of the coronavirus. These actions may pay dividends down.
Many countries have allowed social safety nets to collapse, leaving those on the margins unprotected and now suffering from Get the latest in transformational leadership, evidence-based resources to help you lead your team more effectively, delivered to your inbox every month. What is your email? Sign up Privacy Policy This crisis holds a mirror up to how we make decisions That said, as Thomas Davenport ( ) explains in his Job Function Email List column in this issue, decisions often harbor a host of unrecognized biases and reveal illustrates the difficulty of making good data-driven decisions without good data. Not incidentally, it may have improved the data literacy of millions of news consumers, who are now more familiar with data modeling, (supposedly) flat curves, and more. Related Articles Good Questions.
Elizabeth Heichler Understanding Tomorrow’s Workforce: Today’s Student Labor Activist Ayanna Howard The burden of proof for corporate sustainability is too high Andrew Winston Want a clearer understanding of generative AI? Broad Experiments Linda Gratton The pandemic has also brought out the best in many leaders. We are encouraged by employers who are continuing to pay hourly workers who cannot work in closed factories; by manufacturers who are retooling to produce much-needed medical and hygiene products; and by those who are dedicating resources and talent to Be inspired by companies working together to develop treatments and tools to combat the spread of the coronavirus. These actions may pay dividends down.