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The Impact of COVID-19

With supply chains stretched to breaking point and workforces displaced, business leaders are under intense pressure. Criticaleye speaks to market experts and Board Mentors to understand the steps they are taking to navigate the uncertain route ahead. 

Featuring commentary from:
Samantha Barber, NED, Scottish Water: It’s important to try to maintain business as usual while making adaptations to ensure we do that safely. There’s a lot of space for innovation and creativity.

Matthew Blagg, CEO, Criticaleye: What you shouldn’t do is needlessly cut – if you do, you’ll survive this first phase but not what comes next.

John Greenland, Partner, Jamieson Corporate Finance: One big shift has been a reduction in the number of covenants on debt, which gives companies breathing space when it comes to volatility.

Alastair Lyons, Chair, Glas Cymru (Welsh Water): Be as open as possible in your communications about things that are known and can be talked about. For the unknowns, you must be honest with people.

John Shelley, Independent NED, Standard Chartered China: You have to accept that people might not express themselves tidily or politely. They might have already made a few questionable decisions. 

Sandy Stash is a NED of businesses including Diversified Gas & Oil: The worst thing businesses could do is think they are exempt. Every organisation in the world needs a short, medium and longer-term plan.

Marcus Stuttard, Head of AIM and UK Primary Markets, London Stock Exchange: Companies that are better at communication and building trust with investors are the ones that are more able to go back to them and raise further capital if they need to.

Bala Swaminathan, Chair, S Cube Capital: For business leaders, it is crucial they are seen to lead from the front. Chief executives should be taking large salary cuts and zero bonuses until normalcy returns.

Mike Tye, Chair, Moto Hospitality Group: It’s a potentially classic situation of act in haste and repent at leisure. There’s massive pressure between acting now and doing what’s right for the longer term.

Community articles are produced directly by and for the Criticaleye Community.

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David Hobbs
Senior Editor
Emma Carroll
Senior Editor

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Transforming Through ESG Benchmarking Responses to COVID-19 Influencing the Business as an HRD Strategy and Performance Building a Successful Leadership Team Creating a Customer-Centric Business Six Elephants in the Boardroom Leading an Exit Through the ‘Double Bubble’ Risk Oversight as a NED Finding the Right Leadership Style Strengthening the Executive Team The CEO's Toughest Call EQ in the Robotic Age Putting Your A Team into Asia Trust in the Top Team Creating a Mindset for Fast Growth Trust in the Top Team Cyber Security and the Board Planning for CEO Succession Understanding Risk Culture Leading Digital Transformation Growth in the Fast Lane 6 Steps to Unlocking High Performance Making Big Bets on Digital What's it Like to IPO? The Power of Persuasion The Millennial Mindset The Truth about Sustainability Taking the Lead on Risk Reputation in the Spotlight 5 Ways to Engage Employees Engaging Local Communities How to Survive Investor Relations Beyond Boardroom Diversity Masters of Disaster Why Change Fails HRDs with Vision Finding Future Leaders Preparing Management for an IPO Pensions: A Whale of a Problem 5 Ways to Manage Fast Growth Three Pillars of Success for NEDs The Insider's Guide to CEO Succession The AIM Attraction The Search for Finance AIM's Marcus Stuttard on Equity Finance  Fundamentals for Fast Growth Who Dares Wins - Growth Challenges for an Entrepreneur Leveraging Your Links - Why Successful Leaders Network On a Different Track - Delisting from AIM Enterprise UK - Will London ever rival Silicon Valley? Credit Where It's Due: fundraising decisions for growing SMEs The Standard Listing - Sub-standard or a greater AIM? Leadership in 2010 Getting Media Business Models Right - Summary Notes First-time CEOs – Part II
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