Can Family Businesses Beat the Odds: From Surviving to Thriving?
1. COVID19 Impact on Philippine Social Enterprises
Since the novel coronavirus or COVID-19 had its first case in the country last February 2020, this has drastically affected the functioning of public and private institutions aggravated by the declaration of the Enhanced Community Quarantine (ECQ). Knowing the sensitive nature of the work done by social enterprises given its mission and impact orientation, the Innovation for Social Impact Partnership (ISIP) has conducted a survey related to the effects of COVID-19 to determine the extent of the challenges faced by the entrepreneurs in coping with the crisis. The respondents of this survey were the fifteen (15) social enterprises belonging to the ISIP Social Impact Accelerator Batches 1 and 2.
https://www.isip-ph.com/blog/2020/4/8/sia-ses-covid19-survey-results
2. Executives and Boards, Avoid these Missteps in a Crisis
Organizations across the world are facing a level threat not seen since World War II. Their leaders and board directors are experiencing enormous anxieties fueled not only by the threats to the survival of their companies but also by the health dangers confronting customers, employees, and themselves and their own families. Just at the time when leaders need to be adaptive to deal with the extreme number of unknowns and dangers, this stress means that many executive teams and boards could fall victim to “threat rigidity” — that is, essentially freezing innovation and resorting to actions that have worked in the past rather than coming up with crucial new approaches. Based on our recent research and consulting work and longtime interest in studying the effects of pressure on workplace collaboration, we have come up with ways they can avoid three main traps.
https://hbr.org/2020/04/executives-and-boards-avoid-these-missteps-in-a-crisis
3. The COVID19 Riddle: Why Does the Virus Wallop Some Places and Spare Others?
The Coronavirus has touched almost every country on earth, but its impact has seemed capricious. Global metropolises like New York, Paris and London have been devastated, while teeming cities like Bangkok, Baghdad, New Delhi and Lagos have, so far, largely been spared. The question of why the virus has overwhelmed some places and left others relatively untouched is a puzzle that has spawned numerous theories and speculations but no definitive answers. That knowledge could have profound implications for how countries respond to the virus, for determining who is at risk and for knowing when it’s safe to go out again.
https://ph.news.yahoo.com/covid-19-riddle-why-does-115959394.html
4. Leadership: Calm and Optimism in Crisis
When the path ahead is uncertain, people turn to leaders to help them gain clarity and a grounded hope for a better future. They want someone with a positive vision, who is confident about tackling the problems we all face yet courageous enough to confront uncomfortable truths and admit what they do not know. Business leaders can underestimate how much their employees look to them for information. To address these needs, leaders should act with deliberate calm and bounded optimism. Those who can visibly demonstrate these qualities help their organizations feel a sense of purpose, giving them hope that they can face the challenges ahead.
https://www.mckinsey.com/business-functions/organization/our-insights/how-to-demonstrate-calm-and-optimism-in-a-crisis
