It is easy at times like this for leaders to become paralyzed by fear, uncertainty and doubt. But great leaders know that crises such as the present pandemic present unique opportunities to rethink their businesses and figure out how to do what they do better.
If you are a corporate leader anywhere in the world right now, I’m guessing you’ve dusted off your business continuity plan, read it and found it woefully wanting. That is because most of us, when planning for “worst case scenarios,” are unable to conceive of just how bad things could get.
This week, Apple Inc. became one of the first major corporations to issue a warning to investors about the negative impact of the coronavirus, demonstrating again the sort of transparency and responsiveness that has made it one of the most admired companies in the world.
The new year is off to a crazy start. It took less than a week for us to reach the brink of yet another Mideast war, and now we’ve got impeachment hearings in the United States, Brexit in the United Kingdom and a potential pandemic brewing in China.
While the internal Boeing Co. emails released last week paint a disturbing picture of a toxic corporate culture and a manufacturer that has lost its way, they also reveal something the company’s new CEO should take some solace in:
Boeing has been in trouble before – never more so than it was on September 12, 2001. After the terrorist attacks on New York and Washington, half its orders for new jetliners were cancelled or delayed.
If you think leadership doesn’t matter, look at Boeing. Last week, following the second fatal crash of one of its new 737 Max 8s in