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Saving lives in the time of Covid-19

Before the pandemic, few would have argued that saving life should be the ultimate goal of public policy.  And yet we now find ourselves facing up to questions about how far we should be willing to go to save life, how calculations of quantity and quality of life should play into the decisions we make, and how we should understand notions of cost and benefit in the context of life and death.  This article explores these questions, testing out some of our deepest intuitions along the way.

What, if anything, Covid-19 teaches us about change and change management

The last few weeks have seen rapid changes in organisations all around us. Sleepy, slow-moving giants have made changes to their organisational structures and processes in a matter of days where previously they have struggled to make minimal progress over multiple years. Similarly, companies that have spent years jealously guarding percentage points of market share have found themselves with common ground and collaborating with erstwhile rivals in ways that would have been unimaginable a few months ago.  Christopher Lake and Adam Gold ask: What, if anything, can the change management community and theoreticians learn from what has happened? 

China and the origins of Covid-19

Interviewed last week on the BBC, China's ambassador to the UK, Liu Xiaoming, called for an end to the blaming and scapegoating swirling around the Covid-19 pandemic.  As part of this, he resisted the suggestion that the pandemic's origins in China were an established fact. Why was the ambassador so keen to deflect this charge?  In this article, we highlight four reasons.  Only one of these requires China’s handling of the outbreak to have been at fault.