Combating COVID-19: Insights by topic has been saved
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Combating COVID-19: Insights by topic
Explore sector-specific actions to guide your crisis response
Leaders like you must consider the impact of COVID-19 across a range of areas—from liquidity and worker safety to supply chains and financial reporting. This page compiles insights on key topics that can help you act in this ongoing crisis with empathy and action.
Combating COVID-19 with an agile change management approach
A guide for organisations to prioritise people needs while maintaining business continuity during uncertain times.
Future of Work accelerated: Learnings from the COVID 19 Pandemic
The publication talks about the seven key learnings relevant to the acceleration of 'Future of Work' in India, during these ongoing times of COVID-19 outbreak. It also describes about what a COVID-adjusted strategy could look like for any organisation which is looking to embrace the 'Future of Work.'
COVID-19 Consulting resources for leaders
Deloitte’s Consulting practice provides insights to help your organization respond, recover, and thrive from COVID-19.
Resources for resilient leadership
Explore actions within the three key phases of crisis: respond, recover, thrive. Leaders like you must consider the key phases of a crisis—respond, recover, thrive—and consider them concurrently. On this page you will find resources aligned to these phases that can help guide you and your business through these challenging times and emerge more resilient on the other side.
Leadership in the times of COVID-19
Leadership in the times of COVID-19
The current situation poses an enormous challenge for leaders across the world. The uncertainty embedded in this situation makes the ‘leadership challenge’ even more complex. Today, leaders face innumerable ‘leadership dilemmas’ and conflicting demands, and most of these do not have a simple binary answer. Considering opposing perspectives is vital, especially in a situation where both the perspectives seem logical, it almost is like a game that cannot be won. In short, leadership demands are of an unprecedented nature.
Elevating human experience for automotive customers through digital transformation
Elevating human experience for automotive customers through digital transformation
This paper attempts to decode the key elements of adaptable organisations, discusses how organisation models need to evolve as the business recovers and thrives, and provides recommendations for leaders to enhance agility at their organisations.
Delve deeper into changing organisational culture and mindset: Learnings from COVID-19
Delve deeper into changing organisational culture and mindset: Learnings from COVID-19
This paper attempts to help leaders understand what defines digital culture, its importance in ensuring business success, and how to drive it within their organisations.
FinRisk Analyser: Managing the financial closing process with resilience
Customised solutions for companies to provide insights on the book closing process by monitoring and analysing the entries posted during the financial year.
Internal Audit considerations in response to COVID-19
The paper outlines Internal Audit's role, challenges, and emerging risk areas to consider amidst the pandemic.
Organisational and Personnel Vigilance: Combating risks of remote working amidst the COVID-19 crisis
This playbook highlights challenges and safety measures while working from on an organisational and personnel level.
Pandemic response: Organisational preparedness guide
The article defines the organisational impact, an effective pandemic response plan, and the key actions.
How to stay cyber-secure while working from home: Working from home
An analysis of the possible threats, what is at stake, and the scenarios you might come across while working from home.
Navigating the cyber impacts of COVID-19 COVID-19: Cyber considerations amid a global pandemic
A carefully considered approach will enable an organization to proactively address cyber challenges during an extraordinary event. The below offers a few cyber considerations for organizations to think about as they align their strategies and workforce around COVID-19.
COVID-19: Control environment considerations
COVID-19: Control environment considerations
There is limited precedent as to how COVID-19 will affect organisations’ control environments. Many organisations are experiencing discrete financial “shocks” and broader day-to-day disruptions that are directly challenging their risk, control, and defence models. This documents lists examples of affected areas, key questions, and considerations based on early client discussions.
Reopening the workplace: The resilient leader's guide
Reopening the workplace: The resilient leader's guide
This POV talks about how resilient leaders are now focusing on reopening and/or restoring the workplace effectively, efficiently, and especially safely.
Article Navigating Credit from BC to AC
Article Navigating Credit from BC to AC
Our POV talks about how, in this volatile landscape, banks can navigate credit from 'Before Corona' to 'After Corona'.
COVID-19: Navigating volatility and distress
COVID-19: Navigating volatility and distress
This piece from Deloitte in the UK provides guidance for companies experiencing significant operational disruption due to public policy measures put in place to contain the spread of COVID-19.
COVID-19: Managing cash flow during a period of crisis
COVID-19: Managing cash flow during a period of crisis
This piece suggests ways organizations can mitigate damages to their business during this volatile event.
COVID-19: Managing supply chain risk and disruption
COVID-19: Managing supply chain risk and disruption
This piece from Deloitte Canada highlights short-term actions companies can take to respond to business disruption and supply chain challenges from the global spread of COVID-19 ─ and looks ahead to the longer-term solution of digital supply networks.
The coronavirus and its consequences
The coronavirus and its consequences
In this piece, Deloitte Germany examines the impact of COVID-19 from a legal perspective. The coronavirus epidemic poses a stress test for cross border trade relationships with China-based companies. From a legal perspective, the question inter alia circles around how epidemic-related disruptions of production and supply chains shall be handled appropriately. So-called “Force Majeure-clauses”, often being embedded in respective supply agreements, are of particular relevance in this context. A thorough analysis of the legal framework being applicable in the respective specific case is strongly advisable.
People, technology, and the path to organizational resilience
People, technology, and the path to organizational resilience
In this latest piece, Deloitte Canada examines the responsibility that IT leaders have to not only lead their function through the current pandemic, but also to support the entire enterprise, especially since technology has become increasingly woven into the fabric of business.
Maintaining customer loyalty and trust during times of uncertainty
Maintaining customer loyalty and trust during times of uncertainty
Leading through COVID-19 by putting customers’ interests first
Evaluate working capital and liquidity requirements
Evaluate working capital and liquidity requirements
Business continuity & financing: COVID-19
COVID-19 response for Pharma companies: Respond. Recover. Thrive.
During this crisis, what are the key pointers that pharmaceutical companies should focus on to respond, recover, and thrive.
COVID-19 – Global mobility considerations
Companies need to track employee locations, assess compliance requirements, review mobility-related compensation, revisit related policies for agility, and strategise for the future. Download our latest POV to learn about these parameters.
Staying Connected – Global Employer Services series
Staying Connected – Global Employer Services series
A Deloitte Global Employer Services (GES) Dbriefs series focused on COVID-19
Restarting India: COVID-19 fiscal measures
Restarting India: COVID-19 fiscal measures
Following the Prime Minister’s announcement on 12 May 2020 of a special economic and comprehensive package of INR 20 trillion (~US$ 267 billion) (~ 10% of India’s GDP) and the call for building a self-reliant India, the Finance Minister announced various fiscal and other relief measures.
Manage your workforce with agility and confidence
Manage your workforce with agility and confidence
While most organizations have addressed the immediate workforce questions around the mobility and safety of their people during the pandemic, tax leaders have an important role to play in helping navigate the rapidly changing economic and regulatory environment. In collaboration with human resources (HR), they are addressing such pressing issues as immigration and cross-border tax considerations, implications for employment law and employment tax, and the business and human realities of supporting and retaining employees.
COVID-19: Indian economic forecast amidst uncertainties
23 July
COVID-19: Indian economic forecast amidst uncertainties
More than six months of living with COVID-19, yet the future of the pandemic remains uncertain making it difficult for businesses to plan their way forward.
Tracking economic and industry trends amidst COVID-19
23 July
Tracking economic and industry trends amidst COVID-19
How industries are affected amidst the COVID crisis?: An insight
6 June
Decoding the economic package and analysing difficult choices for the government
From an economist’s point of view, the COVID pandemic is unique because perhaps for the first time in history, this is an economic shock that has hit both demand and supply, equally and simultaneously. If one looks back at the world’s economic history, the Great Depression was a demand slump; the US recession of the 1970s was due to an oil-supply shock; and the global financial crisis of 2008 was, broadly speaking, a demand crisis as well. All along, these shook either side of the demand-supply equilibrium, followed by the policy prescriptions, which were either Keynesian, monetary, or a mix of both—albeit with an emphasis on one more than the other.
1 April
COVID-19: Following up on the immediate economic response
Some of the measures the Indian government can take to prepare for long-term challenges and opportunities, and the likely case scenarios for the Indian economy.
1 April
COVID-19: Likely case scenarios for Indian economy
The rampant spread of COVID-19 outbreak, across borders and geographies, has severely impacted almost the whole world and triggered significant downside risks to the overall global economic outlook.
Restarting India: COVID-19 fiscal measures
Following the Prime Minister’s announcement on 12 May 2020 of a special economic and comprehensive package of INR 20 trillion (~US$ 267 billion) (~ 10% of India’s GDP) and the call for building a self-reliant India, the Finance Minister announced various fiscal and other relief measures. We have summarised key features of these announcements, covering all 5 tranches, in the alerts.
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