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New research on crisis management from Harvard Business School faculty on issues including how to avoid panicking in the face of adversity, what companies learned from 9/11 and other crises, and the proper use of risk management.
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Cruising in Crisis: How Carnival Is Riding Out the COVID-19 Storm

by Michael Blanding

COVID-19 has devastated the cruise industry, but one company may emerge stronger: Carnival. A case study by Stuart Gilson reveals how the cruising juggernaut is navigating the pandemic. Open for comment; 0 Comments.

What Went Wrong with the Boeing 737 Max?

How did the evolution of Boeing’s organization and management lead up to two tragic plane crashes—the crash of Lion Air flight 610 on October 29, 2018, in Indonesia, and the crash of Ethiopian Airlines flight 302 on March 9, 2019, in Ethiopia—in which a total of 346 people died? What role did cost cutting, FAA pressure, and CEO succession play in laying the foundation for this tragedy? Professor Bill George discusses the long roots that ultimately led to two tragic Boeing 737 Max crashes, and examines the response of Boeing executives to the crisis in his case, “What Went Wrong with Boeing's 737 Max?” Open for comment; 0 Comments.

Inside CEOs' Pandemic Worries: Uncertainty, Employees, and Kids

by Gamze D. Yucaoglu, Robin Abrahams, and Boris Groysberg

Boris Groysberg and colleagues peer into the minds of 10 global CEOs trying to steer their businesses through the upheaval of COVID-19. Open for comment; 0 Comments.

Nonprofit Boards: It is Time to Lift Your Gaze and See the System

by Shamal Dass, Kristy Muir, and V. Kasturi Rangan

Not every organization should attempt to solve problems at a system level, but can become more aware of systemic issues, ensuring that solutions dovetail into the macrosystem for best collective impact.

Transitions of Power Are Difficult. What Joe Biden and Other Incoming Leaders Need to Know.

by Sean Silverthorne

Rosabeth Moss Kanter discusses ways leaders can navigate bumpy transitions and heal divided constituencies. Open for comment; 0 Comments.

The COVID Two-Step for Leaders: Protect and Pivot

by Boris Groysberg and Katherine Connolly Baden

Leaders today face two great questions: how to survive, and how to capitalize on new opportunities. Insights from Boris Groysberg and Katherine Connolly Baden. Open for comment; 0 Comments.

How to Help Small Businesses Survive COVID's Next Phase

by Danielle Kost

For small businesses that have survived the coronavirus so far, what's next? Karen Mills outlines steps that business owners and government should take immediately. Open for comment; 0 Comments.

What the Stockdale Paradox Tells Us About Crisis Leadership

by Boris Groysberg and Robin Abrahams

The Stockdale Paradox and survival psychology contain wisdom for how leaders can manage the coronavirus crisis, according to Boris Groysberg and Robin Abrahams. Open for comment; 0 Comments.

Restaurant Revolution: How the Industry Is Fighting to Stay Alive

by Michael S. Kaufman, Lena G. Goldberg, and Jill Avery

Top restaurant operators share their experiences attempting to survive the pandemic, and how they see the future. Research by Michael S. Kaufman, Lena G. Goldberg, and Jill Avery. Open for comment; 0 Comments.

Restarting Under Uncertainty: Managerial Experiences from Around the World

by Raffaella Sadun, Andrea Bertoni, Alexia Delfino, Giovanni Fassio, and Mariapaola Testa

A survey of 50 companies across countries and industries reveals business leaders are hard at work adapting to the COVID threat. Research by Raffaella Sadun and colleagues. Open for comment; 0 Comments.

It’s Time to Reset Decision-Making in Your Organization

by Boris Groysberg and Sarah Abbott

Clear decision-making in a crisis depends on sound methodology and gathering information from a variety of sources. Advice from Boris Groysberg and Sarah Abbott. Open for comment; 0 Comments.

Why Japanese Businesses Are So Good at Surviving Crises

by Dina Gerdeman

As demonstrated after the 2011 earthquake and tsunami, Japanese businesses have a unique capability for long-term survival. Hirotaka Takeuchi explains their strategy of investing in community over profits during turbulent times. Open for comment; 0 Comments.

Corporate Resilience and Response During COVID-19

by Alex Cheema-Fox, Bridget LaPerla, George Serafeim, and Hui (Stacie) Wang

Investors look for evidence during a market crisis that a company is resilient. This study includes findings that challenge the notion that companies need to adopt practices that hurt their employees because investors want them to do so.

What South Korea Teaches the World About Fighting COVID

by Doug J. Chung

South Korea initially had the largest number of Coronavirus infections outside of China, but new cases have decreased sharply. What is the country doing right? asks Doug Chung. Open for comment; 0 Comments.

Find Your Pragmatic Path through Radical Uncertainty

by Howard Stevenson, Eugene B. Kogan, and Shirley Spence

The challenge during times of unchartered uncertainty is to find a pragmatic middle ground between acting thoughtlessly and not acting at all, say Howard Stevenson and colleagues. Open for comment; 0 Comments.

Predictions, Prophets, and Restarting Your Business

by Frank V. Cespedes

Businesses are starting to plan their re-entry into the market, but how do they know what that market will look like? Frank V. Cespedes warns against putting too much trust in forecasters. Open for comment; 0 Comments.

Small Businesses Are Worse Off Than We Thought

by Kristen Senz

A survey of small-business owners shows that lack of liquidity and skepticism of government programs are compounding COVID crisis recovery efforts. Open for comment; 0 Comments.

Working (From Home) During a Crisis: Online Social Contributions by Workers During the Coronavirus Shock

by Prithwiraj Choudhury, Wesley W. Koo, and Xina Li

This study shows that people working from home (WFH) make more online contributions to socially helpful topics, yet face higher psychic costs and anxiety about time constraints. Managers might consider giving WFH workers more temporal flexibility to deal with time constraints during this crisis.

What Are Lessons for Leaders from This Black Swan Crisis?

by James Heskett

SUMMING UP: Readers of this month's James Heskett post disagree on whether COVID-19 is a Black Swan event, but most argue that organizations must be better prepared for inevitable downturns. Open for comment; 0 Comments.

7 Leadership Principles for Managing in the Time of Coronavirus

by John A. Quelch

Leaders managing their organizations through crisis show seven distinctive capabilities, says John A. Quelch. Call them the seven Cs. Open for comment; 0 Comments.