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The coronavirus pandemic hasn’t slowed private equity firms’ interest in putting their cash to work in distressed firms. Although deal activity has been down, general partners in private equity firms are still searching for value wherever they can find it. At the same time, the declining valuations have created a push and pull in the private equity market of whether to sell or hold.

When forecasting any investment assumptions, it is important to take a look at the factors that shaped the past decade and those that will influence markets moving forward. From that vantage point, this year’s Capital Market Assumptions report provides strategic asset allocation models and shifts based on shorter-term market opportunities.

The family offices in the United States have gone through a number of transformative changes due to the disruptive nature of COVID-19. As they look to navigate these uncertain economic times, liquidity will be a critical component for survival. Relief lending programs provide an opportunity for families to reassess their respective offices and businesses to determine if they qualify for such help.

Effectively adapting to adjustments in economic culture and wealth is often difficult and requires families to balance past tradition with the need to move forward. Internationally-recognized family wealth psychologist Dr. James Grubman joins host Damien Martin to discuss the dilemmas, decisions, and challenges that come with wealth and share real-world stories for those both new to and coming from wealth. Here's what's covered:

As social distancing measures abate—and ahead of a possible second wave of coronavirus cases—organizations will need to de-risk the enterprise and adapt operations to a “new normal.” This will require a thorough evaluation of pandemic-driven IT and cybersecurity changes, some of which were rapidly put in place during the response phase of the pandemic, followed by strategic adjustments of enterprise architectures, cybersecurity controls, and business processes based on long-term operating strategies. In the post-COVID-19 world, 10 areas will require attention.

With growing amount of data breaches and stepped-up cybersecurity concerns related to COVID-19, along with increasing data privacy regulations, companies must drive awareness throughout their organizations and take advantage of benchmarking opportunities to properly deploy generally limited resources.

When nearly 350 senior risk professionals were asked to identify their biggest concerns over the next 18 months for both the world and their business, they listed economic distress as their top concerns. Yet leaders must act now to address the knock-on effect of far-reaching environmental, societal, and technological risks. This report examines familiar risks that may be amplified by the pandemic and new ones that may emerge. It also sets out 20 challenges and questions that can be used as a starting point for framing discussions between businesses, governments, and societies worldwide.

As businesses look to transition from lockdown to a return to work, there is also the recognition that the period of transition may include starts and stops, so flexibility and thoughtful planning will be essential. This Guide identifies immediate actions to consider when preparing, implementing, and managing a return to on-site work.

Attorneys from Warner’s Cybersecurity and Privacy practice group and eDiscovery practice group provide their review of 2019’s new laws, biggest cases and most significant data breaches, and discuss lessons learned and the emerging trends to watch.

As businesses and customer-facing companies consider best practices for reopening under the COVID-19 environment, they should develop a thoughtful plan to reduce the chance of exposure to the virus. We explore five ways for businesses to help ensure their employees and customers remain safe while keeping in mind the type of business, the state and local government guidelines and orders in place, and the geographic region in which the business operates.