Harvard Business Review

JUNE 29, 2016

Here, too, the directional impact has been analyzed credibly, with estimates ranging from 3%–9% of GDP loss. Design contingency plans and reflect any insights in your strategies for growth, geographical footprint, global supply chain, and risk management. For example, a U.S. Run scenarios.

Uncertainty 9

Uncertainty Short-term Supply Chain Long-term 9

Harvard Business Review

DECEMBER 8, 2011

You can't cover every possible contingency, but having a set of options lined up in case things don't work out as expected is a basic rule of good risk management, entrepreneurship , negotiation, career planning, and all number of other endeavors.

Contingency Plans 14

Contingency Plans Crisis Politics GDP 14

Harvard Business Review

FEBRUARY 8, 2018

Top leaders tend to focus more on status updates than on contingency planning. They devote far more time to internal execution and competitive risks than to external risks that can change the playing field. This means that many emerging market risks get cut from the senior leadership agenda. growth in real GDP.

Market Risk 9

Market Risk Marketing Supply Chain Company 9