Return : a new muscle, not just a plan
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| Tag | 1 | 2 | Valor |
|---|---|---|---|
| LDR | 00000cam a22000004b 4500 | ||
| 001 | MAP20200017783 | ||
| 003 | MAP | ||
| 005 | 20200527092606.0 | ||
| 008 | 180511e20200501usa|||| ||| ||eng d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a922.111 | ||
| 100 | 1 | $0MAPA20200006374$aMysore, Mihir | |
| 245 | 1 | 0 | $aReturn $b: a new muscle, not just a plan$cMihir Mysore, Bob Sternfels, Matt Wilson |
| 260 | $aNew York$bMcKinsey & Company$c2020 | ||
| 300 | $a6 p. | ||
| 490 | 0 | $aRisk Practice | |
| 520 | $aIn less than four months, COVID-19 has upended almost all expectations for 2020. Beyond the loss of life and the fear caused by the pandemic, businesses around the world have faced disruptions at a speed and scale unprecedented in the modern era. Companies everywhere are now wrestling with the question of how to reach the next normal safely. Many talk about a return to the workplace as a plan that needs to be implemented: a series of systematic steps to reach some kind of stable operating model, in a world where vaccines are adequately available or herd immunity has been reached. In many cases, these plans suggest a return to some relatable version of the past. | ||
| 650 | 4 | $0MAPA20200005599$aCOVID-19 | |
| 650 | 4 | $0MAPA20200005391$aCoronavirus | |
| 650 | 4 | $0MAPA20080593018$aRedes de suministro | |
| 650 | 4 | $0MAPA20080552022$aPandemias | |
| 650 | 4 | $0MAPA20080662257$aInterrupción de negocio | |
| 650 | 4 | $0MAPA20080629496$aPlanes de continuidad del negocio | |
| 650 | 4 | $0MAPA20080607739$aPlanes de contingencia | |
| 650 | 4 | $0MAPA20080580698$aGestión de crisis | |
| 700 | 1 | $0MAPA20200012399$aSternfels, Bob | |
| 700 | 1 | $0MAPA20200012405$aWilson, Matt | |
| 710 | 2 | $0MAPA20080442569$aMcKinsey & Company | |
| 830 | 0 | $0MAPA20200011057$aRisk Practice |