When a crisis like the coronavirus pandemic hits an organization, its executives need to assess the impact on their business model, both immediately and over the long term. A framework we’ve developed over a decade of teaching can help executives identify the business-model risks and opportunities that the crisis presents....

Millions of employees have lost their jobs and cannot pay their credit cards. Restaurants and shops are only slowly reopening; many cannot pay their rent. Industrial companies can’t make payments on their equipment leases. Landlords have less income and cannot keep up with their mortgages. Suddenly, the world is awash in credit risk. Our new research shows how banks are tending to a radical surge in demand for one of their most ancient practices: measuring and monitoring credit risk. Leading banks are deploying a new configuration of sector analysis, borrower resilience, and high-frequency analytics. They are moving past sectoral analysis to take subsector views of the probability of default (exhibit). Some are going even deeper, to understand what’s happening in the financial life of their borrowers.Like credit risk, supply chains have experienced intense disruption. This week, the McKinsey Global Institute looked at the effects not only of COVID-19 but of all manner of disruptions, including natural disasters, geopolitical uncertainty, climate risk, cyberattacks, and more. A key finding: over the course of a decade, companies can expect disruptions to erase half a year’s worth of profits.This week, McKinsey also had the privilege of speaking with three CEOs about what is shaping up to be the defining moment in their careers. Alain Bejjani, CEO of Majid Al Futtaim, told us about the resilience needed to keep this Dubai-based operator of shopping malls and other consumer real-estate businesses vital and relevant during the crisis. Lance Fritz, CEO of Union Pacific Railroad, talked with us about tactics to stay present in video calls and keep the board informed. Kristin Peck, the brand-new CEO of animal-health company Zoetis, reflected on the core beliefs that have kept her company on track through the crisis....

In the midst of the Covid-19 crisis, we have become painfully aware of the fragility of supply chains, health care, and other critical systems. Many leaders have announced the intention to build back their businesses more resiliently, but not many know how to do so. Few business schools teach resilience, and today’s managerial toolkit is dominated by financial performance management. As a result, very few companies are able to explicitly design for, measure, and manage resilience....

I explore the colliding forces that are shaping the future of health. I synthesize the technological, demographic and societal trends impacting the health and wellbeing of people, and challenge business, government, third sector, start-ups and citizens themselves to ask how they can be more proactive in anticipating and responding to these shifts in a positive, ethical way. Artificial intelligence and other technologies like quantum computing harnessing the data explosion will change how we work and create. Citizens are becoming more engaged with their health as Covid-19 is teaching us- and with technology becoming more integrated into their lives. Baby boomers are disrupting the status quo with their wealth and waking up to the implications of the ‘100-year life’. Companies need to be more agile and evolve their business models to avoid being left behind. Together we need to address the chronic disease epidemic (arguably bigger than Covid-19) and turn the ‘problem of aging’ into the ‘benefit of longevity’. My book, 'Live Longer Better with AI: How Artificial Intelligence is Helping us Extend our Healthspan and Live Better Too' with Packt Publishing is due be published on 9 October and available for pre-orders on Amazon now....