Although COVID-19 is still disrupting economies around the world, it’s not stopping the long-term trend of Asia’s rapid digitization writes RGP’s Asia-Pacific digital leader, Sachin Shah.
Supply chain expert Ron Rod details how healthcare providers, payers and life sciences companies are responding to COVID-19 supply chain interruptions while preparing to emerge stronger in the future.
The financial close is a stressful time, even under ordinary circumstances. Getting through it in the midst of a pandemic—with everyone working remotely—would have been unimaginable. Now that we’ve done it a couple of times, what have we learned? And how can you be better prepared for next time?
If America’s healthcare and life sciences sectors today look like a split screen of two different realities—don’t adjust your set. That’s exactly what it is. Two realities.
When COVID-19 hit, it not only ushered in a public health crisis but also an economic one—leading to a costly back-up in an automotive finance company’s call center. Lean Budgeting provided the agility they needed to steer out of the skid and get their white glove customer experience back on track.
Vibrant company cultures are needed for tomorrow’s post-COVID-19 blended workforces and workplaces to thrive. RGP Chief Operating Officer Tim Brackney shares how companies can start building.
From repurposing robots to help hospitals care for patients to mobilizing support for a virtual workforce, businesses have quickly transformed their operations to contain the spread of COVID-19. But many worry these actions could have the unintended side effect of sidelining privacy and data protection.
With COVID-19 interrupting some 70% of ongoing clinical trials, RGP Healthcare’s Marcia Brown-Rayford says that pharmaceuticals need to adopt more efficient processes—including greater use of telemedicine— to make the search for life-saving cures faster and more efficient while not sacrificing needed regulatory controls.
Over the last few months, we’ve all learned a lot about overcoming the perils and pitfalls of a global pandemic. Now, as we transition from our early-crisis response and begin to reimagine what comes next, it’s worth reflecting on lessons learned—and how they can help us build a more resilient future.
It’s the very nature of the industry. By definition, insurance is expressly designed for one thing—managing risk in good times and bad. But what happens when “bad” only begins to describe the status-quo?
The concept of “business as usual” might seem like a quaint oxymoron today. But as we begin moving beyond the first stage of pandemic response, business leaders must reimagine what usual looks like—and be ready to guide transformation during the post-COVID recovery.
The COVID-19 pandemic has had a sudden, extreme impact on the global business environment, creating extreme downturns as well as surges in demand. Whether your business is thriving or struggling, your risk profile has almost certainly changed—and so have the considerations for risk management, compliance matters and internal controls.