Crisis Management for Leaders
These recent weeks have been a time of unprecedented change for all of us as we have adapted our businesses and our lives to deal with the coronavirus outbreak. For business leaders, managing risk in the midst of a global crisis is now "job one," as uncertainty and change is taking place throughout our entire organizations.
To address some of your concerns and point a path forward, HBS is offering a new five-part series of faculty-led programs on Crisis Management for Leaders. Each interactive session was presented via Zoom web-conference to our alumni community, and is now available in recorded format.
PROGRAM 1
Led by HBS’s Dutch Leonard and Bob Kaplan, renowned experts on crisis management and risk management, the first program delved into leading and managing all aspects of COVID-19—going beyond the medical phenomenon to embracing circumstances that are moving and fluid.
PROGRAM 2
As cash needs spread through supply chains and sources of revenue and funding vanish, liquidity constraints can quickly become binding. HBS professors Fritz Foley and Malcolm Baker examine the processes that organizations are using to evaluate their current liquidity needs, make wise financial choices, and create value over a longer time horizon.
PROGRAM 3
What might be keeping your team from doing its best in response to this crisis? Through the lens of the Space Shuttle Columbia case study, HBS professors Amy Edmondson and Dutch Leonard delve into the issues of process and workflow management in crisis situations.
View Dutch Leonard's Slide Presentation View Amy Edmondson's Slide Presentation
You do not need to read the case study to benefit from the recording. If you would like to read the case, Harvard Business Publishing offers Columbia's Final Mission for purchase.
PROGRAM 4
Supply chains and operations have become more complex and sometimes tightly coupled—do you know where your supply chain is most vulnerable? HBS professors Ananth Raman and Bob Kaplan examine how companies such as Ericsson, Nokia, Nissan, Toyota, Swissgrid, and Airbus responded to low-likelihood, high-consequence disruptions and crises.
PROGRAM 5
When confronted with the impossible, how do leaders present reality and offer hope? HBS professors Amy Edmondson and Dutch Leonard use the Chilean Mining Rescue case study to explore how the crisis response team applied real-time problem-solving on three levels—senior executives, experts on the surface, and front-line workers trapped in the mine.
You do not need to read the case study to benefit from the recording. If you would like to read the case, Harvard Business Publishing offers The 2010 Chilean Mining Rescue for purchase.