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This demand is largely irrecoverable. The US economy recovers by the end of Q1. Transformation In these briefing notes, we aim to provide leaders with an integrated perspective on the unfolding crisis and insight into the coming weeks and months.This article was edited by Mark Staples, an executive editor in the New York office.WHO declared COVID-19 a pandemic on March 11, 2020. Please email us at: We strive to provide individuals with disabilities equal access to our website. Please see the full This briefing note was edited by Mark Staples, an executive editor in the New York office.Comparisons of 2020 and 2019 mortality rates show that substantially more people are dying this year, although we don’t know how much of this is due to missed deaths from COVID-19 rather than excess mortality from other causes (Exhibit 2).With lives at stake, a thoughtful approach is paramount. In many cases, companies and other institutions are implementing their own policies beyond those required by governments. Our latest Our new research on leadership in the crisis turned up several intriguing developments this week, starting with the idea of creating a “to be” list.

A lack of trust in governments, information overload, and inconsistent messaging over time have all contributed to that opposition. But the absolute number of cases is also important. For an overview, read our latest This week we documented many of the COVID-19-related shifts taking place in Europe. We took as our base case a macroeconomic outlook, derived from McKinsey’s nine COVID-19 scenarios. Our pessimistic scenario assumes that the virus is not highly seasonal, and that cases continue to grow throughout 2020.

Based on new information that emerged last week, we have significantly updated and simplified our earlier scenarios. This week, McKinsey covers the yin and yang of the pandemic. Moreover, plants that depend on Chinese output (which is to say, most factories around the world) have not yet experienced the brunt of the initial Chinese shutdown and are likely to experience inventory “whiplash” in the coming weeks.Perhaps the biggest uncertainty for supply-chain managers and production heads is customer demand. This week, the McKinsey Global Institute published a new Reimagining the workforce is another pressing task. If you would like information about this content we will be happy to work with you.

The former faces a far higher risk in reopening than the latter.In practice, we are seeing countries and regions take divergent approaches to this question (Exhibit 4). For example, a ban on travel without a concomitant work-from-home policy can make the office very crowded, leading to higher risk of transmission. To an extent, that’s because countries are at different stages of the pandemic. Organization Our new This week also saw news about a successful vaccine trial. R defines the transmissibility of a pathogen, as measured by the average number of people to whom each infected person transmits. But the opportunity cost could also be immense. World Health Organization guidelines now state that it may be possible indoors, especially for people who spend significant amounts of time in crowded, poorly ventilated rooms. Case numbers and, more importantly, hospitalizations need to be low enough for a health system to manage individually rather than through mass measures. Risk Automotive & Assembly COVID-19: Saving thousands of lives and trillions in livelihoods We strive to provide individuals with disabilities equal access to our website. Technology, Media & Telecommunications Leaders of those countries have built public confidence, and the public has responded by resuming economic activity, as seen in the rise of discretionary mobility to precrisis levels. Chemicals


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