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Top Content Week 21

More and more leaders around the world are questioning going back to normal. How do we go back to "normal"? Should we go back to normal at all? How can we build the new - better normal? These are a few of the questions that have been trending this week. We have selected top articles in various contexts such as sustainability, economy, leadership, mobility, and more. More on this at our content selection of Week 21.


By Kevin Sneader and Shubham Singhal | McKinsey | 23 min


"As businesses step into the post-coronavirus future, they need to find a balance between what worked before and what needs to happen to succeed in the next normal." Read the full article here


Leadership | Organizations| Business | COVID-19



By Gideon Lichfield | MIT Technology Review | 4 min


"We all want things to go back to normal quickly. But what most of us have probably not yet realized—yet will soon—is that things won’t go back to normal after a few weeks, or even a few months. Some things never will. Read the full article here


Economy | Business | COVID-19



By Matthew Taylor | The Guardian | 7 min


The only way London is going to operate in terms of our capacity on our roads and capacity on our public transport is to move wherever possible to cycling and walking,” said Norman. “It is good for our health, it is good for our mental health and it is good for the environment." Read the full article here

Economy | Transportation | COVID-19



By Sarah Kaplan | Fast Company | 8 min


"The COVID-19 crisis shows us that corporate “purpose” cannot just be a fancy bow that companies tie on top of their operations to dress them up. Taking care of all stakeholders will require real transformation. In this moment of upheaval, we should be envisioning how we can build back better." Read the full article here


Leadership | Organizations | Business | COVID-19



By Punit Renjen | World Economic Forum | 5 min


"Throughout the COVID-19 pandemic, organizations around the globe have demonstrated remarkable agility, changing business models literally overnight: setting up remote-work arrangements; offshoring entire business processes to less-affected geographies; initiating multi-company cooperation to redeploy furloughed employees across sectors. In each situation, the urgency for results prevailed over traditional bureaucratic responses." Read the full article here


Leadership | Organizations| Business | COVID-19



by Jennifer Senior | The New York Times | 5 min


"But to me, the best arguments for the office have always been psychological — and never have they felt more urgent than at this moment. I’ll start with a subtle thing: Remote work leaves a terrible feedback vacuum. Communication with colleagues is no longer casual but effortful; no matter how hard you try, you’re going to have less contact — particularly of the casual variety — and with fewer people." Read the full article here


Opinion | Work culture | COVID-19


 

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