COVID-19 has sent some businesses into a tailspin and left many others with constrained budgets. Disruption like this pushes us into survival mode—going through the motions and hoping the crisis will be over soon. That’s problematic when the crisis.
Many leaders find themselves contemplating an operational shift during a crisis. COVID-19 has been no exception. Travel and hospitality businesses have had to respond to a steep dropoff in demand, while technology entities like Zoom and Microsoft.
As you probably know, COVID-19 has put intense stress on many businesses. This is even true for companies that generally have high productivity and healthy employee morale.
This second edition of our “Chats with Hannah” mini-blogs shares a recent discussion about disruption and resilience. The conversation was in context of what companies are experiencing because of the COVID-19 pandemic. Many articles in past months.
Often in internal discussions at New Canvas Advising (NCA), the conversation is rich and multi-layered as Hannah talks through applying scientific principles to practical business realities. Very often, I think, “this would make a great blog”, but.
I learned a new word this week. While Webster identifies its first known use in 1616 in the context of “doing or producing good”, other sources date it back to the early 1400s. Most likely, I have encountered this word before. However, I heard it.
The U.S. health care system is experiencing a three-pronged revolution involving policy, financial, and political strategies. National discussions of health care policy revolving around financial extremes and ineffectual outcomes are familiar to all.
"Perception is reality" Lee Atwater We often hear, “perception is reality” as a prelude to “what do we need to do to fix their reality?”. This approach tends to dismiss one's contribution to the overall perception of reality and obviate.
From a client’s perspective, a consultant has seven general characteristics.