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For most families, a large part of multigenerational success hinges on how they approach challenges and create opportunities. In unprecedented times of social distancing and school closures, there are ways you can use this unexpected “family time” to your advantage, including enhancing education for younger generations and foster family communication through virtual family meetings.

U.S. Capital markets are facing pressures from significant societal shifts as the novel coronavirus pandemic continues to spread across the globe. For boards and stakeholders charged with governance in earning the confidence of current and would-be investors, it will be paramount to demonstrate leadership integrity and intent through the crisis environment.

The world has changed since COVID-19, and the most successful companies have and will continue to review their long-term strategy, competitive advantages, and organizational agility. This playbook provides a resilience agenda that outlines a sequence approach from immediate remediation to recovery to recharged and ready to thrive.

One question that is often asked when working with family offices is “What are families like mine doing”? The interest in the answers is even greater during periods of crisis, such as the COVID-19 pandemic. Some of the world’s best investors and wealth stewards share their thoughts and insights into the unique challenges facing family offices, including investment management and opportunities, tax and estate planning, responsible investing and philanthropy, and governance and operations.

Family business leaders face unique challenges during this global pandemic. In addition to the health and economic factors facing all businesses today, many family business leaders have close personal ties to their employees and communities, some going back for generations. Family business leaders can use this time to enhance communication and education within the family system, reinforce their family values, strengthen business resilience, and offer support to employees and their communities.

As the COVID-19 crisis has unfolded, our global health, economic, and market systems have been severely tested in a very short span of time. Even as we find ourselves in the midst of the implications, many thoughts are already geared toward what happens next … after the worst of this season’s coronavirus spread is under control. This report makes observations on the current situation and takes a look at what the possibilities of a “new normal” might look like, including summaries of key events and market volatility update.

As states, localities, and health officials begin to set parameters around reopening businesses, bringing your people back onsite successfully won’t be as simple as flipping a switch. Every company is unique. But each company faces the same concerns: where to begin, how to keep people protected, when to communicate, and what’s the right way to move forward. The challenge is complex, but there is a framework for moving forward. It starts with asking the right questions and considering the options and regulations around a return to work policy.

A new normal has emerged out of the COVID-19 pandemic, particularly for business owners who are ready to reopen. With each operation unique in its needs, reopening can feel both invigorating and overwhelming. A list of resources are provided here to help you move forward confidently. Not only is this a time to restart and rebuild, it’s a moment in your business’ history when you can reimagine all that can be.

The impact of COVID-19 on our communities is only just starting to come into focus. No matter what happens from here, the damage will be dramatic. Many nonprofits that have not traditionally made grants to individuals are asking if they can do so, and how. With a little bit of planning and advice up front, disaster relief grants to individuals can allow nonprofits to have a direct and immediate impact on those in urgent need, and help those it serves stay afloat until the crisis has passed.

For the first time, more than half of the CEOs surveyed believe the rate of global GDP growth will decline. The finding is compelling because it reflects low confidence in their organization’s outlook, which has proven to be a reliable indicator of both the direction and the level of global GDP growth in the year ahead. Although U.S. CEOs are among the most pessimistic about global growth, they are among the most confident about their own organizations’ growth prospects.