Business leaders live by the calendar, attaching forecasts,projects and goals to a specific date or period of time. No oneknows how the crisis will play out or even when state-issuedmandates to stay at home will lift. For CEOs, it is like stumblingaround in the dark. When Bahram Akradi, founder of the Life Timehealth-club chain, closed more than 150 clubs in 30 states, herecorded a video message to employees. He said Life Time couldweather a two-week shutdown without breaking much of a sweat. Afterthat, he’d have to get creative. It is a classic case ofdecision-making under uncertainty!
- Q1 - Why does the coronavirus pose such a challenge for topmanagers and decision-makers in corporations?
- Q2 - What makes this particular crisis different from othertypes of crises?
- Q3 - Why are CEOs not so well-adapted to this kind ofsituation?
- Q4 - Why do their habits and training not prepare them for thekind of decision-making needed in the week of the currentcrisis?
