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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.

Covid-19 and the future of Executive Education

The very best executive education has a strong element of performance to it, engaging a senior executive audience (many of whom may have had no experience of education for many years) and getting its members not just to understand new concepts, methods and ways of leading but also to adopt them and change their behaviour.  In the wake of the pandemic, almost all executive education has stalled, with many of its clients either cancelling or re-scheduled planned sessions.  Christopher Lake and Adam Gold look to what the future might hold.   

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?