Two weeks ago, for the first time since 2004, no M&A deal worth more than $1bn was announced anywhere in the world. What about the IPO market? Even though reports of its death are greatly exaggerated, the patient’s pulse is extraordinarily weak.Financial Communication in the time of Covid-19
Two weeks ago, for the first time since 2004, no M&A deal worth more than $1bn was announced anywhere in the world. What about the IPO market? Even though reports of its death are greatly exaggerated, the patient’s pulse is extraordinarily weak.
How we can respond to tough and challenging questions we will inevitably face, be it in the boardroom, the investment committee, colleagues or the media.
As we seek to navigate these uncharted waters of change, the unequivocal presence and impact of our entirely-human unconscious biases, become collectively more pronounced.
Hard decisions need to be made, never more so than during a crisis. How leaders face these decisions today will likely define their individual leadership brand for many years to come. In the short term, it will test their mettle, and whether they have got what it takes to steer their countries or their companies out of this crisis in the best possible conditions.
In the new circumstances facing our world, our communities, our workplaces and our families aren’t we all experiencing a range of emotions other than joy and happiness? How do we process these emotions? How do we communicate how we feel? How do we get the help and support we need?
