Recursos de INCAE frente al COVID-19
Encuentra aquí información generada por los diversos Centros y áreas de INCAE, específicos a cómo manejar negocios ante la crisis de la pandemia del COVID-19.
Recursos

LEADS Mujer Virtual
Plataforma en línea que busca proveer cursos a la vanguardia para emprendedores en la región.
Artículos y publicaciones
28 de agosto 2020. Forbes Centroamérica.
Por Sara Benitez Majano y Camelia Ilie-Cardoza
Todos los días, en los últimos meses, se ha escrito sobre el nuevo virus SARS-CoV-2. En este artículo, vamos a resumir, por un lado, las opciones que existen para controlar el virus, y, por otro lado, que posibilidades hay que una de estas opciones llegue al mayor número de personas en el mundo, cómo y cuándo puede que esto ocurra.
7 de agosto 2020. Forbes Centroamérica.
Por Camelia Ilie-Cardoza, Decana de Educación Ejecutiva. INCAE Business School.
Medir las brechas es un comienzo importante que ha despertado la consciencia sobre la gravedad del problema.
Por Camelia Ilie-Cardoza, Associate Professor, INCAE Business School; Guillermo Cardoza, Professor, INCAE Business School; Ramiro Casó B, Senior Researcher, INCAE Business School; Andrés Fernández, Senior Researcher, INCAE Business School
Understanding the role that work and work-related activities have on the development of personal well-being is a critical aspect for organizations and professionals in the workplace. This work provides evidence that, while the models of well-being proposed by researchers in developed countries are relevant to organizations in developing countries, well-being in the workplace in Latin America is still related to the absence of negative emotions or experiences. The research identifies the need to redefine the social script of the workplace and its role in people’s well-being.
Julio 2020
El artículo del Prof. Ciravegna: "Necessity or Opportunity? The Effects of State Fragility and Economic Development on Entrepreneurial Efforts”, se publicó de primero en un sitio web donde hay una serie de "artículos destacados" que tienen importantes implicaciones para la crisis por la pandemia del COVID-19, el especial que agrupa estos documentos se llama “Entrepreneurship and COVID-19: Insights from Research Published in Entrepreneurship Theory and Practice”, y es del prestigioso Journal Entreprenurship Theory and Practice (ETP).
Por Guillermo Cardoza. Revista Forbes Centroamérica. Junio 2020.
Independientemente de las estrategias puestas en marcha en los distintos países, los expertos en salud pública sostienen que una estrategia efectiva para combatir la pandemia debe descansar en campañas de información y comunicación efectivas.
Por Camelia Ilie-Cardoza. Forbes Centroamérica. Junio 2020.
En el contexto actual, las decisiones de los equipos que lideran las emergencias están impactando en las vidas de las personas.
Por Jaime García y Roberto Artavia L., de INCAE Business School. Mayo 2020.
Con datos aportados por FUSADES, ANEP y el Colegio de Médicos de El Salvador
Por Camelia Ilie-Cardoza. Decana de Educación Ejecutiva y Chair del Centro de Liderazgo Colaborativo y de la Mujer de INCAE.
Revista Forbes Centroamérica. Mayo 2020.
Si las tendencias observadas a lo largo de la historia se cumplen, deberíamos esperar que el 2020 sea un año de inflexión en muchos aspectos de la sociedad y que se produzcan grandes disrupciones del status quo en diversos sectores.
Artículo de opinión. La Prensa
Por la profesora Susan Clancy. INCAE Business School
Parte de ser humano es tener un cuerpo que reacciona al estrés con hormonas como adrenalina y noradranalina.
Aunque la mayoría de nosotros hasta la fecha no hemos sido afectados en nuestra salud física directamente por el virus COVID-19 , ciertamente estamos sufriendo sus consecuencias psicológicas: estrés. estas últimas semanas han tenido un impacto psicológico en la mayoría de nosotros.
Por Ronald Arce, investigador de CLADS/INCAE.
En CLACDS/INCAE estamos comprometidos en contribuir generando información y análisis para que la toma de decisiones permita cruzar esta crisis con el menor daño posible.
Sara Benetti and Alberto Trejos. March 2020.
COVID-19: A Reflection and Propagation Model for Latin America. Health Management, Policy, and Innovation (HMPI.org), volume 5, Issue 1, special issue on COVID-19, March 2020
Alvaro Salas Chaves and Andrea M. Prado. March 2020.
The Coronavirus Pandemic and the Costa Rican Health System. Health Management, Policy, and Innovation (HMPI.org), volume 5, Issue 1, special issue on COVID-19, March 2020.
Thais P Salazar Mather, Benjamin Gallo Marin, Giancarlo Medina Perez, Briana Christophers, Marcelo L Paiva, Rocío Oliva, Baraa A Hijaz, Andrea M Prado, Mateo C Jarquín, Katelyn Moretti, Catalina González Marqués, Alejandro Murillo, Elizabeth Tobin-Tyler. The Lancet Global Health.
Andrea M. Prado, Andy A. Pearson, Nathan S. Bertelsen, and José A. Pagán. Globalization and Health, forthcoming.
Leadership and management training has become increasingly important in the education of health care professionals. Previous research has shown the benefits that a network provides to its members, such as access to resources and information, but ideas for creating these networks vary...
09 de setiembre, 2020. Por Fátima Romero Murillo. Economía | La Prensa
CEAL Honduras promovió una conferencia virtual en la que expusieron Alberto Trejos y Jaime García, de INCAE Business School, para hablar sobre reactivación inteligente.
Por Elizabeth Meza. elEmpresario.mx. Julio 2020
Incluye entrevista al Prof. Esteban Brenes.
Ante el regreso a la nueva normalidad no hay que olvidar lo aprendido durante la contingencia generada por el Covid-19 y que la tecnología ha acelerado, como el trabajo a distancia y la confianza en el colaborador.
Mayo 2020. Revista Vida y Éxito
Por Por Arturo Castro Barrantes.
En un momento de cambio para el mundo, distintas plataformas y servicios digitales representan una herramienta para que las empresas puedan llegar a los clientes en momentos de su confinamiento en sus hogares. Incluye entrevista al Prof. Juan Carlos Barahona.
Mayo 2020. Revista Vida y Éxito
Por Arturo Castro Barrantes.
El virus microscópico e invisible que recluyó a la humanidad en sus hogares, cerró centros de producción y cambió la forma en que se comercializa, se consume y se interactúa con los clientes. Incluye entrevista al Prof. Juan Carlos Barahona.
6 de mayo. Vida & Éxito.
En INCAE nos sentimos muy orgullosos ya que mencionan a nuestro Rector Enrique Bolaños entre los destacados, quien también es Incaista de la generación MAE VI, esta lista incluye a otros siete graduados de nuestra institución, ellos son: Rodolfo Tabash, MAE XXVI; Gerardo Sánchez, MAEX XX; Alberto Poma, MAE XLIII; Eduardo Montenegro, MAE XIX; Jorge Víctor Saca, PAG XLVI; Francisco Sinibaldi, PAG XXXVIII; y Luis Lara, MAE XXIV.
Nota del medio Prensa Libre de Guatemala donde participó el Profesor Esteban R. Brenes
Luego de tener suspendidas un gran porcentaje de las operaciones de las líneas aéreas, las compañías no solo buscan como mitigar el impacto actual debido alas restricciones por el coronavirus, sino que han visualizado que retomar funciones no será en forma rápida.
El Centro de Emprendimiento de INCAE de la mano de su Red de Mentores ofrece sin ningún costo, un servicio de sesiones personalizadas de coaching para emprendedores y empresarios que estén siendo afectados por la crisis del COVID-19.
Cluster Salud. América Economía
17 de marzo, 2020
El también Doctor en Economía de la Universidad de Pennsylvania, analiza los efectos de la actual pandemia del COVID-19 sobre la economía, la política y los hábitos de la sociedad en el futuro próximo.
Por Revista Summa
Mar 30, 2020
En épocas de supervivencia cuando las empresas tratan de lidiar con situaciones de crisis, no se debe gerenciar tomando como enfoque el estado de resultados.
Confidencial. Nicaragua.
29 de marzo
Rector Enrique Bolaños: “Esta es la crisis de nuestra generación”
“Las medidas duras iniciales, a la larga le dan mayor viabilidad económica al país. Nos va a pegar a todos, pero después empezás a reactivar la economía”
28 de agosto 2020. Forbes Centroamérica.
Por Sara Benitez Majano y Camelia Ilie-Cardoza
Todos los días, en los últimos meses, se ha escrito sobre el nuevo virus SARS-CoV-2. En este artículo, vamos a resumir, por un lado, las opciones que existen para controlar el virus, y, por otro lado, que posibilidades hay que una de estas opciones llegue al mayor número de personas en el mundo, cómo y cuándo puede que esto ocurra.
7 de agosto 2020. Forbes Centroamérica.
Por Camelia Ilie-Cardoza, Decana de Educación Ejecutiva. INCAE Business School.
Medir las brechas es un comienzo importante que ha despertado la consciencia sobre la gravedad del problema.
Por Camelia Ilie-Cardoza, Associate Professor, INCAE Business School; Guillermo Cardoza, Professor, INCAE Business School; Ramiro Casó B, Senior Researcher, INCAE Business School; Andrés Fernández, Senior Researcher, INCAE Business School
Understanding the role that work and work-related activities have on the development of personal well-being is a critical aspect for organizations and professionals in the workplace. This work provides evidence that, while the models of well-being proposed by researchers in developed countries are relevant to organizations in developing countries, well-being in the workplace in Latin America is still related to the absence of negative emotions or experiences. The research identifies the need to redefine the social script of the workplace and its role in people’s well-being.
Julio 2020
El artículo del Prof. Ciravegna: "Necessity or Opportunity? The Effects of State Fragility and Economic Development on Entrepreneurial Efforts”, se publicó de primero en un sitio web donde hay una serie de "artículos destacados" que tienen importantes implicaciones para la crisis por la pandemia del COVID-19, el especial que agrupa estos documentos se llama “Entrepreneurship and COVID-19: Insights from Research Published in Entrepreneurship Theory and Practice”, y es del prestigioso Journal Entreprenurship Theory and Practice (ETP).
Por Guillermo Cardoza. Revista Forbes Centroamérica. Junio 2020.
Independientemente de las estrategias puestas en marcha en los distintos países, los expertos en salud pública sostienen que una estrategia efectiva para combatir la pandemia debe descansar en campañas de información y comunicación efectivas.
Por Camelia Ilie-Cardoza. Forbes Centroamérica. Junio 2020.
En el contexto actual, las decisiones de los equipos que lideran las emergencias están impactando en las vidas de las personas.
Por Jaime García y Roberto Artavia L., de INCAE Business School. Mayo 2020.
Con datos aportados por FUSADES, ANEP y el Colegio de Médicos de El Salvador
Por Camelia Ilie-Cardoza. Decana de Educación Ejecutiva y Chair del Centro de Liderazgo Colaborativo y de la Mujer de INCAE.
Revista Forbes Centroamérica. Mayo 2020.
Si las tendencias observadas a lo largo de la historia se cumplen, deberíamos esperar que el 2020 sea un año de inflexión en muchos aspectos de la sociedad y que se produzcan grandes disrupciones del status quo en diversos sectores.
Artículo de opinión. La Prensa
Por la profesora Susan Clancy. INCAE Business School
Parte de ser humano es tener un cuerpo que reacciona al estrés con hormonas como adrenalina y noradranalina.
Aunque la mayoría de nosotros hasta la fecha no hemos sido afectados en nuestra salud física directamente por el virus COVID-19 , ciertamente estamos sufriendo sus consecuencias psicológicas: estrés. estas últimas semanas han tenido un impacto psicológico en la mayoría de nosotros.
Por Ronald Arce, investigador de CLADS/INCAE.
En CLACDS/INCAE estamos comprometidos en contribuir generando información y análisis para que la toma de decisiones permita cruzar esta crisis con el menor daño posible.
Sara Benetti and Alberto Trejos. March 2020.
COVID-19: A Reflection and Propagation Model for Latin America. Health Management, Policy, and Innovation (HMPI.org), volume 5, Issue 1, special issue on COVID-19, March 2020
Alvaro Salas Chaves and Andrea M. Prado. March 2020.
The Coronavirus Pandemic and the Costa Rican Health System. Health Management, Policy, and Innovation (HMPI.org), volume 5, Issue 1, special issue on COVID-19, March 2020.
Thais P Salazar Mather, Benjamin Gallo Marin, Giancarlo Medina Perez, Briana Christophers, Marcelo L Paiva, Rocío Oliva, Baraa A Hijaz, Andrea M Prado, Mateo C Jarquín, Katelyn Moretti, Catalina González Marqués, Alejandro Murillo, Elizabeth Tobin-Tyler. The Lancet Global Health.
Andrea M. Prado, Andy A. Pearson, Nathan S. Bertelsen, and José A. Pagán. Globalization and Health, forthcoming.
Leadership and management training has become increasingly important in the education of health care professionals. Previous research has shown the benefits that a network provides to its members, such as access to resources and information, but ideas for creating these networks vary...
09 de setiembre, 2020. Por Fátima Romero Murillo. Economía | La Prensa
CEAL Honduras promovió una conferencia virtual en la que expusieron Alberto Trejos y Jaime García, de INCAE Business School, para hablar sobre reactivación inteligente.
Por Elizabeth Meza. elEmpresario.mx. Julio 2020
Incluye entrevista al Prof. Esteban Brenes.
Ante el regreso a la nueva normalidad no hay que olvidar lo aprendido durante la contingencia generada por el Covid-19 y que la tecnología ha acelerado, como el trabajo a distancia y la confianza en el colaborador.
Mayo 2020. Revista Vida y Éxito
Por Por Arturo Castro Barrantes.
En un momento de cambio para el mundo, distintas plataformas y servicios digitales representan una herramienta para que las empresas puedan llegar a los clientes en momentos de su confinamiento en sus hogares. Incluye entrevista al Prof. Juan Carlos Barahona.
Mayo 2020. Revista Vida y Éxito
Por Arturo Castro Barrantes.
El virus microscópico e invisible que recluyó a la humanidad en sus hogares, cerró centros de producción y cambió la forma en que se comercializa, se consume y se interactúa con los clientes. Incluye entrevista al Prof. Juan Carlos Barahona.
6 de mayo. Vida & Éxito.
En INCAE nos sentimos muy orgullosos ya que mencionan a nuestro Rector Enrique Bolaños entre los destacados, quien también es Incaista de la generación MAE VI, esta lista incluye a otros siete graduados de nuestra institución, ellos son: Rodolfo Tabash, MAE XXVI; Gerardo Sánchez, MAEX XX; Alberto Poma, MAE XLIII; Eduardo Montenegro, MAE XIX; Jorge Víctor Saca, PAG XLVI; Francisco Sinibaldi, PAG XXXVIII; y Luis Lara, MAE XXIV.
Nota del medio Prensa Libre de Guatemala donde participó el Profesor Esteban R. Brenes
Luego de tener suspendidas un gran porcentaje de las operaciones de las líneas aéreas, las compañías no solo buscan como mitigar el impacto actual debido alas restricciones por el coronavirus, sino que han visualizado que retomar funciones no será en forma rápida.
El Centro de Emprendimiento de INCAE de la mano de su Red de Mentores ofrece sin ningún costo, un servicio de sesiones personalizadas de coaching para emprendedores y empresarios que estén siendo afectados por la crisis del COVID-19.
Cluster Salud. América Economía
17 de marzo, 2020
El también Doctor en Economía de la Universidad de Pennsylvania, analiza los efectos de la actual pandemia del COVID-19 sobre la economía, la política y los hábitos de la sociedad en el futuro próximo.
Por Revista Summa
Mar 30, 2020
En épocas de supervivencia cuando las empresas tratan de lidiar con situaciones de crisis, no se debe gerenciar tomando como enfoque el estado de resultados.
Confidencial. Nicaragua.
29 de marzo
Rector Enrique Bolaños: “Esta es la crisis de nuestra generación”
“Las medidas duras iniciales, a la larga le dan mayor viabilidad económica al país. Nos va a pegar a todos, pero después empezás a reactivar la economía”
Recursos externos
La Biblioteca de INCAE ha hecho una selección de materiales útiles para la comunidad:
COVID-19 is, first and foremost, a global humanitarian challenge. Thousands of health professionals are heroically battling the virus, putting their own lives at risk. Governments and industry are working together to understand and address the challenge, support victims and their families and communities, and search for treatments and a vaccine.
Guía de Investigación
Por Antonio Acevedo, Director del Sistema de Bibliotecas, de INCAE Business School
Comisión Económica para América Latina y el Caribe (CEPAL)
Plataforma digital creada en la UCR permite visualizar evolución del COVID-19, con datos obtenidos de los reportes del Ministerio de Salud Pública de Costa Rica
Fuente: Aries, Fabrega y Fabrega (ARIFA)
El contenido cubre todas las facetas de COVID-19 y enfermedades infecciosas relacionadas. La base gratuita fue diseñada para ayudar a las bibliotecas a respaldar la investigación crucial que se necesita para combatir esta enfermedad, así como a la educación a distancia para sus clientes.
COVID-19 is, first and foremost, a global humanitarian challenge. Thousands of health professionals are heroically battling the virus, putting their own lives at risk. Governments and industry are working together to understand and address the challenge, support victims and their families and communities, and search for treatments and a vaccine.
Guía de Investigación
Por Antonio Acevedo, Director del Sistema de Bibliotecas, de INCAE Business School
Comisión Económica para América Latina y el Caribe (CEPAL)
Plataforma digital creada en la UCR permite visualizar evolución del COVID-19, con datos obtenidos de los reportes del Ministerio de Salud Pública de Costa Rica
Fuente: Aries, Fabrega y Fabrega (ARIFA)
El contenido cubre todas las facetas de COVID-19 y enfermedades infecciosas relacionadas. La base gratuita fue diseñada para ayudar a las bibliotecas a respaldar la investigación crucial que se necesita para combatir esta enfermedad, así como a la educación a distancia para sus clientes.
Harvard Business Review hizo su cobertura del COVID-19 gratuita para todos sus lectores, aquí encontrará algunos de los artículos relacionados con este tema, seleccionados por el Profesor Alberto Trejos.
Special Coverage
Coronavirus
Leading and working through a pandemic.
by Alisa Cohn
March 30, 2020
All leaders are trying to find their footing right now. You are probably shoring up your business plan, situating your team, and juggling your own constellation of remote working arrangements — possibly alongside your spouse and children. On top of that, you will face a test you probably couldn’t have imagined a few weeks ago: When one of your employees tells you they have tested positive for Covid-19. If you haven’t dealt with that already, you almost certainly will.
by Eric J. McNulty and Leonard Marcus
March 25, 2020
The coronavirus crisis, like every crisis, is unfolding over an arc of time with a beginning, middle, and end. It is useful to think what distinguishes what was, is, and will be. There was a past of relative stability and predictability. There now is chaos and disruption. There will be … a different state. As this future unfolds, some organizations will be resilient. For others, this future will be catastrophic. The actions of executives and their teams now, in the midst of this crisis, will significantly determine their fate.
by Paul A. Argenti
March 13, 2020
The coronavirus epidemic seemed far away for me until last week. Then came news reports about someone infected in New Hampshire. Rumors started to spread, closely followed by questions: How can we find out more information? Should we send the kids to school? The next day, we discovered in both the local and national news that the infected person, a resident at our local hospital, had attended a party with students from the Tuck School, where I teach, bringing the crisis right to my office door. Classes and events were canceled and all international travel was suspended for the university. My mind was racing. Should I go in to work? Is it OK to buy lunch here? Are we prepared to quarantine at home? How long will this go on?
by Martin Reeves , Nikolaus Lang and Philipp Carlsson-Szlezak
February 27, 2020
The Covid-19 crisis has now reached a new critical phase where public health systems need to act decisively to contain the growth in new epicenters outside China.
Clearly, the main emphasis is and should be on containing and mitigating the disease itself. But the economic impacts are also significant, and many companies are feeling their way towards understanding, reacting to, and learning lessons from rapidly unfolding events. Unanticipated twists and turns will be revealed with each news cycle, and we will only have a complete picture in retrospect.
Podcast
March 30, 2020
The world is facing an economic crisis never seen before, says equity analyst Pierre Ferragu. Consumer demand remains strong and supply infrastructure is still healthy, but both are in lockdown and unable to function. In this wide-ranging conversation with Azeem Azhar, Ferragu explains how the pandemic will affect the technology industry and its major players.
by Rafi Mohammed
March 26, 2020
All businesses are suffering today. One industry that is especially visible and emblematic of our economic struggles is restaurants. In many states, dining rooms are closed, and restaurants that choose to remain open are allowed to provide meals via takeout or delivery only. They’re making this shift as customers face deep financial uncertainty. Their customers face another dilemma: whether it’s worth leaving the house (and risking possible exposure to the virus) in search of takeout food to break the monotony of our new stay-at-home reality.
by Sean Nicholson and David A. Asch
March 25, 2020
U.S. hospitals are battling Covid-19 on many fronts: Scrambling to create new intensive care unit beds, trying to secure scarce medical equipment to protect their patients and their workforces, training staff on novel treatment protocols, and hiring more nurses. In order to divert resources to the patients in the greatest need — and to protect the safety of the patients who can wait — hospitals are also postponing non-emergency care, canceling elective procedures and, in general, halting the very activities that used to keep them in business.
by Timothy R. Clark
March 24, 2020
The Covid-19 virus has disrupted and rearranged the workplace with breathtaking speed. In the span of a week, organizations across every sector have sent millions of employees home to work remotely. Without warning — and in many cases, without preparation of any kind — managers have been thrust into the position of leading virtual teams, many for the first time.
by Adil Najam
March 24, 2020
Right now, around the world, countless negotiations are underway, and the results will literally influence life and death. Leaders and their advisers at innumerable school boards, town halls, universities, C-suites and boardrooms, governors’ mansions, and presidential palaces are desperately deliberating over policies for social distancing, reducing density, setting restrictions, relaxing standard procedures, working remotely, teaching online, and much more that will determine the ultimate outcome of this pandemic.
by Bill Taylor
March 20, 2020
It’s easy to look around and see how the Covid-19 crisis has brought out the worst in some people — from hoarding thousands of bottles of hand sanitizer to crowding bars and restaurants despite public-health guidelines. But such irresponsible behavior, I believe, is more the exception than the rule. Time and again, individuals and communities have demonstrated that the worst situations tend to bring out the best in people and the organizations to which they belong. In every moment of darkness, it seems, there are countless moments of light — small gestures of compassion and connection that allow people to show who they are, how they want to live, and what matters to them.
by Andy Molinsky
March 19, 2020
Those of us who present, facilitate, and teach for a living understand the importance of developing a personal connection with an audience. It’s critical to be and feel natural; to make people laugh, feel at ease, and fully engage — and perhaps even lose themselves — in the content you’re delivering. That’s why it feels so unnatural and awkward to create this kind of atmosphere in a virtual environment where you have no in-person audience at all.
by Barbara Z. Larson , Susan R. Vroman and Erin E. Makarius
March 18, 2020
In response to the uncertainties presented by Covid-19, many companies and universities have asked their employees to work remotely. While close to a quarter of the U.S. workforce already works from home at least part of the time, the new policies leave many employees — and their managers — working out of the office and separated from each other for the first time.
by Tsedal Neeley
March 16, 2020
The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality. How do corporate leaders, managers, and individual workers make this sudden shift? Tsedal Neeley, a professor at Harvard Business School, has spent two decades helping companies learn how to manage dispersed teams. In this edited Q&A, drawn from a recent HBR subscriber video call in which listeners were able to ask questions, she offers guidance on how to work productively at home, manage virtual meetings, and lead teams through this time of crisis.
by Justin Hale and Joseph Grenny
March 09, 2020
These days it’s hard to get people to pay attention in any meeting, but when people aren’t in the same room, it can be especially difficult. And it’s particularly annoying when you make a nine-minute argument, pause for an expected reaction, and get: “I’m not sure I followed you” which might as well mean: “I was shampooing my cat and didn’t realize I would be called on.”
by Thomas Y. Choi, Dale Rogers, and Bindiya Vakil
March 27, 2020
As procurement teams struggle to cope with the Covid-19 global pandemic, most have been trying to keep up with the news about global response measures and have been working diligently to secure raw materials and components and protect supply lines. However, vital information is often not available or accessible across their global teams. As a result, their response to the disruption has been reactive and uncoordinated, and the impact of the crisis is hitting many of their companies' full force.
Catherine Monson
March 27, 2020
As local and state governments issue shelter-in-place orders, asking residents to remain home for all but essential errands, businesses — especially small local businesses — across the U.S. are facing difficult decisions. These institutions are crucial to our nation’s economy, employing 58.9 million people in the United States, or about 47.5% of the total private sector workforce. Their GDP contribution measured $5.9 trillion in 2014, the most recent year for which small business GDP data is available.
by Nathan Furr
March 27, 2020
A friend who runs a restaurant group recently endured a month of empty tables due to a transportation strike, only to have his restaurants shut down to slow the spread of Covid-19. Of course, he’s not alone as businesses around the world face similar situations. Between disruption and the ongoing pandemic, we are all trying to cope with unprecedented levels of uncertainty.
by Timothy R. Clark
March 24, 2020
The Covid-19 virus has disrupted and rearranged the workplace with breathtaking speed. In the span of a week, organizations across every sector have sent millions of employees home to work remotely. Without warning — and in many cases, without preparation of any kind — managers have been thrust into the position of leading virtual teams, many for the first time.
by Tsedal Neeley
March 16, 2020
The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality. How do corporate leaders, managers, and individual workers make this sudden shift? Tsedal Neeley, a professor at Harvard Business School, has spent two decades helping companies learn how to manage dispersed teams. In this edited Q&A, drawn from a recent HBR subscriber video call in which listeners were able to ask questions, she offers guidance on how to work productively at home, manage virtual meetings, and lead teams through this time of crisis.
by Paul A. Argenti
March 13, 2020
The coronavirus epidemic seemed far away for me until last week. Then came news reports about someone infected in New Hampshire. Rumors started to spread, closely followed by questions: How can we find out more information? Should we send the kids to school? The next day, we discovered in both the local and national news that the infected person, a resident at our local hospital, had attended a party with students from the Tuck School, where I teach, bringing the crisis right to my office door. Classes and events were canceled and all international travel was suspended for the university. My mind was racing. Should I go into work? Is it OK to buy lunch here? Are we prepared to quarantine at home? How long will this go on?
by Liz O’Donnell
March 31, 2020
Amy Carrier is a foundation director with a long-distance spouse and a 74-year old mother, who has Alzheimer’s and lives with her.
Even on a normal day, her life is complicated. Amy employs two private-pay caregivers to assist her mother while she is at work, managing a team of ten at the Oregon State University Foundation. When she gets home, she takes over: making dinner, managing medications, and helping with small tasks like choosing clothes and operating the television. Her husband lives and works in New Rochelle, New York.
by Tony Schwartz and Emily Pines
March 23, 2020
Late last week, we gave a presentation to about 20 chief medical officers from health care systems around the country. I began by asking them to share a sentence or two about how they were feeling, personally. Over the next half hour, their answers spilled out in a torrent.
by Scott Berinato
March 23, 2020
Some of the HBR edit staff met virtually the other day — a screen full of faces in a scene becoming more common everywhere. We talked about the content we’re commissioning in this harrowing time of a pandemic and how we can help people. But we also talked about how we were feeling. One colleague mentioned that what she felt was grief. Heads nodded in all the panes.
by Bill Taylor
March 20, 2020
It’s easy to look around and see how the Covid-19 crisis has brought out the worst in some people — from hoarding thousands of bottles of hand sanitizer to crowding bars and restaurants despite public-health guidelines. But such irresponsible behavior, I believe, is more the exception than the rule. Time and again, individuals and communities have demonstrated that the worst situations tend to bring out the best in people and the organizations to which they belong. In every moment of darkness, it seems, there are countless moments of light — small gestures of compassion and connection that allow people to show who they are, how they want to live, and what matters to them.
by Avni Patel Thompson
March 19, 2020
Amir and Ria are working professionals living in Seattle: he works at Amazon and she’s the CEO of an early-stage start-up. They have two kids, Amara and Aryan, who are 6 and 2 years old. They’re used to managing the usual challenges of dual working parents — coordinating childcare with schools and activities, managing meals and household chores, and spending quality time together on the weekends.
by Rasmus Hougaard , Jacqueline Carter and Moses Mohan
March 19, 2020
As the spread and far-reaching impacts of Covid-19 dominate the world news, we have all been witnessing and experiencing the parallel spread of worry, anxiety, and instability. Indeed, in a crisis, our mental state often seems only to exacerbate an already extremely challenging situation, becoming a major obstacle in itself. Why is this and how can we change it? As the CEO of a firm that brings mindfulness to companies to unlock new ways of thinking and working, let me share a bit about how the mind responds to crises, like the threat of a pandemic.
March 16, 2020
Podcast
The rapid onset of the coronavirus is changing our work – and our lives. For those who own businesses or work in the gig economy, the stress and financial uncertainty is even greater. When we don’t know what the future will hold, or are working in isolation, what can we do?
July 22, 2018
Clarity and consistency are key. For more, read How to Collaborate Effectively If Your Team Is Remote.
Special Coverage
Coronavirus
Leading and working through a pandemic.
by Alisa Cohn
March 30, 2020
All leaders are trying to find their footing right now. You are probably shoring up your business plan, situating your team, and juggling your own constellation of remote working arrangements — possibly alongside your spouse and children. On top of that, you will face a test you probably couldn’t have imagined a few weeks ago: When one of your employees tells you they have tested positive for Covid-19. If you haven’t dealt with that already, you almost certainly will.
by Eric J. McNulty and Leonard Marcus
March 25, 2020
The coronavirus crisis, like every crisis, is unfolding over an arc of time with a beginning, middle, and end. It is useful to think what distinguishes what was, is, and will be. There was a past of relative stability and predictability. There now is chaos and disruption. There will be … a different state. As this future unfolds, some organizations will be resilient. For others, this future will be catastrophic. The actions of executives and their teams now, in the midst of this crisis, will significantly determine their fate.
by Paul A. Argenti
March 13, 2020
The coronavirus epidemic seemed far away for me until last week. Then came news reports about someone infected in New Hampshire. Rumors started to spread, closely followed by questions: How can we find out more information? Should we send the kids to school? The next day, we discovered in both the local and national news that the infected person, a resident at our local hospital, had attended a party with students from the Tuck School, where I teach, bringing the crisis right to my office door. Classes and events were canceled and all international travel was suspended for the university. My mind was racing. Should I go in to work? Is it OK to buy lunch here? Are we prepared to quarantine at home? How long will this go on?
by Martin Reeves , Nikolaus Lang and Philipp Carlsson-Szlezak
February 27, 2020
The Covid-19 crisis has now reached a new critical phase where public health systems need to act decisively to contain the growth in new epicenters outside China.
Clearly, the main emphasis is and should be on containing and mitigating the disease itself. But the economic impacts are also significant, and many companies are feeling their way towards understanding, reacting to, and learning lessons from rapidly unfolding events. Unanticipated twists and turns will be revealed with each news cycle, and we will only have a complete picture in retrospect.
Podcast
March 30, 2020
The world is facing an economic crisis never seen before, says equity analyst Pierre Ferragu. Consumer demand remains strong and supply infrastructure is still healthy, but both are in lockdown and unable to function. In this wide-ranging conversation with Azeem Azhar, Ferragu explains how the pandemic will affect the technology industry and its major players.
by Rafi Mohammed
March 26, 2020
All businesses are suffering today. One industry that is especially visible and emblematic of our economic struggles is restaurants. In many states, dining rooms are closed, and restaurants that choose to remain open are allowed to provide meals via takeout or delivery only. They’re making this shift as customers face deep financial uncertainty. Their customers face another dilemma: whether it’s worth leaving the house (and risking possible exposure to the virus) in search of takeout food to break the monotony of our new stay-at-home reality.
by Sean Nicholson and David A. Asch
March 25, 2020
U.S. hospitals are battling Covid-19 on many fronts: Scrambling to create new intensive care unit beds, trying to secure scarce medical equipment to protect their patients and their workforces, training staff on novel treatment protocols, and hiring more nurses. In order to divert resources to the patients in the greatest need — and to protect the safety of the patients who can wait — hospitals are also postponing non-emergency care, canceling elective procedures and, in general, halting the very activities that used to keep them in business.
by Timothy R. Clark
March 24, 2020
The Covid-19 virus has disrupted and rearranged the workplace with breathtaking speed. In the span of a week, organizations across every sector have sent millions of employees home to work remotely. Without warning — and in many cases, without preparation of any kind — managers have been thrust into the position of leading virtual teams, many for the first time.
by Adil Najam
March 24, 2020
Right now, around the world, countless negotiations are underway, and the results will literally influence life and death. Leaders and their advisers at innumerable school boards, town halls, universities, C-suites and boardrooms, governors’ mansions, and presidential palaces are desperately deliberating over policies for social distancing, reducing density, setting restrictions, relaxing standard procedures, working remotely, teaching online, and much more that will determine the ultimate outcome of this pandemic.
by Bill Taylor
March 20, 2020
It’s easy to look around and see how the Covid-19 crisis has brought out the worst in some people — from hoarding thousands of bottles of hand sanitizer to crowding bars and restaurants despite public-health guidelines. But such irresponsible behavior, I believe, is more the exception than the rule. Time and again, individuals and communities have demonstrated that the worst situations tend to bring out the best in people and the organizations to which they belong. In every moment of darkness, it seems, there are countless moments of light — small gestures of compassion and connection that allow people to show who they are, how they want to live, and what matters to them.
by Andy Molinsky
March 19, 2020
Those of us who present, facilitate, and teach for a living understand the importance of developing a personal connection with an audience. It’s critical to be and feel natural; to make people laugh, feel at ease, and fully engage — and perhaps even lose themselves — in the content you’re delivering. That’s why it feels so unnatural and awkward to create this kind of atmosphere in a virtual environment where you have no in-person audience at all.
by Barbara Z. Larson , Susan R. Vroman and Erin E. Makarius
March 18, 2020
In response to the uncertainties presented by Covid-19, many companies and universities have asked their employees to work remotely. While close to a quarter of the U.S. workforce already works from home at least part of the time, the new policies leave many employees — and their managers — working out of the office and separated from each other for the first time.
by Tsedal Neeley
March 16, 2020
The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality. How do corporate leaders, managers, and individual workers make this sudden shift? Tsedal Neeley, a professor at Harvard Business School, has spent two decades helping companies learn how to manage dispersed teams. In this edited Q&A, drawn from a recent HBR subscriber video call in which listeners were able to ask questions, she offers guidance on how to work productively at home, manage virtual meetings, and lead teams through this time of crisis.
by Justin Hale and Joseph Grenny
March 09, 2020
These days it’s hard to get people to pay attention in any meeting, but when people aren’t in the same room, it can be especially difficult. And it’s particularly annoying when you make a nine-minute argument, pause for an expected reaction, and get: “I’m not sure I followed you” which might as well mean: “I was shampooing my cat and didn’t realize I would be called on.”
by Thomas Y. Choi, Dale Rogers, and Bindiya Vakil
March 27, 2020
As procurement teams struggle to cope with the Covid-19 global pandemic, most have been trying to keep up with the news about global response measures and have been working diligently to secure raw materials and components and protect supply lines. However, vital information is often not available or accessible across their global teams. As a result, their response to the disruption has been reactive and uncoordinated, and the impact of the crisis is hitting many of their companies' full force.
Catherine Monson
March 27, 2020
As local and state governments issue shelter-in-place orders, asking residents to remain home for all but essential errands, businesses — especially small local businesses — across the U.S. are facing difficult decisions. These institutions are crucial to our nation’s economy, employing 58.9 million people in the United States, or about 47.5% of the total private sector workforce. Their GDP contribution measured $5.9 trillion in 2014, the most recent year for which small business GDP data is available.
by Nathan Furr
March 27, 2020
A friend who runs a restaurant group recently endured a month of empty tables due to a transportation strike, only to have his restaurants shut down to slow the spread of Covid-19. Of course, he’s not alone as businesses around the world face similar situations. Between disruption and the ongoing pandemic, we are all trying to cope with unprecedented levels of uncertainty.
by Timothy R. Clark
March 24, 2020
The Covid-19 virus has disrupted and rearranged the workplace with breathtaking speed. In the span of a week, organizations across every sector have sent millions of employees home to work remotely. Without warning — and in many cases, without preparation of any kind — managers have been thrust into the position of leading virtual teams, many for the first time.
by Tsedal Neeley
March 16, 2020
The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality. How do corporate leaders, managers, and individual workers make this sudden shift? Tsedal Neeley, a professor at Harvard Business School, has spent two decades helping companies learn how to manage dispersed teams. In this edited Q&A, drawn from a recent HBR subscriber video call in which listeners were able to ask questions, she offers guidance on how to work productively at home, manage virtual meetings, and lead teams through this time of crisis.
by Paul A. Argenti
March 13, 2020
The coronavirus epidemic seemed far away for me until last week. Then came news reports about someone infected in New Hampshire. Rumors started to spread, closely followed by questions: How can we find out more information? Should we send the kids to school? The next day, we discovered in both the local and national news that the infected person, a resident at our local hospital, had attended a party with students from the Tuck School, where I teach, bringing the crisis right to my office door. Classes and events were canceled and all international travel was suspended for the university. My mind was racing. Should I go into work? Is it OK to buy lunch here? Are we prepared to quarantine at home? How long will this go on?
by Liz O’Donnell
March 31, 2020
Amy Carrier is a foundation director with a long-distance spouse and a 74-year old mother, who has Alzheimer’s and lives with her.
Even on a normal day, her life is complicated. Amy employs two private-pay caregivers to assist her mother while she is at work, managing a team of ten at the Oregon State University Foundation. When she gets home, she takes over: making dinner, managing medications, and helping with small tasks like choosing clothes and operating the television. Her husband lives and works in New Rochelle, New York.
by Tony Schwartz and Emily Pines
March 23, 2020
Late last week, we gave a presentation to about 20 chief medical officers from health care systems around the country. I began by asking them to share a sentence or two about how they were feeling, personally. Over the next half hour, their answers spilled out in a torrent.
by Scott Berinato
March 23, 2020
Some of the HBR edit staff met virtually the other day — a screen full of faces in a scene becoming more common everywhere. We talked about the content we’re commissioning in this harrowing time of a pandemic and how we can help people. But we also talked about how we were feeling. One colleague mentioned that what she felt was grief. Heads nodded in all the panes.
by Bill Taylor
March 20, 2020
It’s easy to look around and see how the Covid-19 crisis has brought out the worst in some people — from hoarding thousands of bottles of hand sanitizer to crowding bars and restaurants despite public-health guidelines. But such irresponsible behavior, I believe, is more the exception than the rule. Time and again, individuals and communities have demonstrated that the worst situations tend to bring out the best in people and the organizations to which they belong. In every moment of darkness, it seems, there are countless moments of light — small gestures of compassion and connection that allow people to show who they are, how they want to live, and what matters to them.
by Avni Patel Thompson
March 19, 2020
Amir and Ria are working professionals living in Seattle: he works at Amazon and she’s the CEO of an early-stage start-up. They have two kids, Amara and Aryan, who are 6 and 2 years old. They’re used to managing the usual challenges of dual working parents — coordinating childcare with schools and activities, managing meals and household chores, and spending quality time together on the weekends.
by Rasmus Hougaard , Jacqueline Carter and Moses Mohan
March 19, 2020
As the spread and far-reaching impacts of Covid-19 dominate the world news, we have all been witnessing and experiencing the parallel spread of worry, anxiety, and instability. Indeed, in a crisis, our mental state often seems only to exacerbate an already extremely challenging situation, becoming a major obstacle in itself. Why is this and how can we change it? As the CEO of a firm that brings mindfulness to companies to unlock new ways of thinking and working, let me share a bit about how the mind responds to crises, like the threat of a pandemic.
March 16, 2020
Podcast
The rapid onset of the coronavirus is changing our work – and our lives. For those who own businesses or work in the gig economy, the stress and financial uncertainty is even greater. When we don’t know what the future will hold, or are working in isolation, what can we do?
July 22, 2018
Clarity and consistency are key. For more, read How to Collaborate Effectively If Your Team Is Remote.