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Culture is a valuable business asset because it supports behaviors and values that help achieve a company’s long-term strategy. That makes this moment an important cultural inflection point for most organizations. When shared experiences are virtual at best and non-existent at worst, a company could risk becoming a collection of individual actions and beliefs instead of a culture of common purpose.

Stripped of the ability to offer a four-year residential learning experience—where learning, living, and coming of age freely converge—the sector needs to redefine its value proposition.

As part of an ������Ƶ Trust Barometer Special Report: Workplace Trust and the Coronavirus, we spoke with 3,400 respondents in seven countries, France, Germany, India, Singapore, South Korea, UK and U.S. during the week of August 22.

While working from home due to Covid-19, companies have learned that where we work—and the tools we use—alter the employee experience and subsequent business outcomes.

Against the backdrop of the still-present Covid-19 landscape, it is imperative for all organizations to double down on re-building their cybersecurity resilience. We provide a few critical steps companies can take in the short term to help pre-empt, prepare and mitigate reputational damage over the long term.

Based off internal focus groups, secondary research and our collective experience forecasting trends, ������Ƶ’s Multicultural and Insights & Strategy teams explored how the pandemic is impacting the Black community in the U.S. and forecasted the significant cultural and economic shifts we expect to see as a result.

As the world begins to uneasily re-open, all signs point toward a future that looks different from our past—and while the talk track is focused on a “new normal”, life in the Covid-19 context looks to be anything but.

The 2020 ������Ƶ Trust Barometer Spring Update: Trust and the Covid-19 Pandemic reveals a remarkable shift in the landscape of trust since January.

There has been a remarkable change in the trust landscape since the ������Ƶ Trust Barometer 2020 launched in January. Richard ������Ƶ explains how Covid-19 is putting business and the promise of stakeholder capitalism to the test.

The fresh data from the 2020 ������Ƶ Trust Barometer Spring Update: Trust and the Covid-19 Pandemic shows startling shifts over the last three months—reflecting the extraordinary impact of Covid-19 around the globe.

You can’t argue with a virus, but how you talk about it makes a great deal of difference to how trusted you will be. Data from the 2020 ������Ƶ Trust Barometer Spring Update: Trust and the Covid-19 Pandemic shows a markedly different reaction from members of the public in Europe’s three biggest economies to their governments.

As remarkable as the stunning global rise of trust in government (a 20-year peak) is the story of the U.S. as the worrisome outlier. A look at the U.S. data shows a story of division—and prolonged political and economic pain if we can’t bridge the divide.

The Covid-19 pandemic has tested Canada’s institutions in unimaginable ways, but the 2020 ������Ƶ Trust Barometer Spring Update: Trust and the Covid-19 Pandemic suggests they are rising to the occasion.

We have become all too familiar with financial bubbles. Trust bubbles, not so much. We understand too little about when and why they form, how to tell if you are in one, or crucially, whether it is about to burst.

������Ƶ’s 2020 ������Ƶ Trust Barometer Spring Update: Trust and the Covid-19 Pandemic reveals stark differences in trust between Asian nations, as attention turns to recovery. For a region that has been battling the pandemic longer than any other, it is startling to see public perceptions vary so considerably between countries. The outlier in Asia, and indeed the world, is Japan.

Mexicans experience four live briefings by the central government every day. These briefings often deliver messages defending the government’s handling of the Covid-19 crisis, denouncing political opposition, criticizing international institutions like the Inter-American Development Bank and calling out journalists and business people who question the government’s response.

The spread of the novel coronavirus pandemic is forcing companies to make quick decisions about disclosure, including how best to communicate if a c-suite executive might have tested positive for Covid-19.

At the end of 2019, Sub-Saharan Africa’s prospects were exceptionally bright. Now Africa faces a daunting period of uncertainty but the continent holds a number of advantages over other regions in the fight against Covid-19.

Working with trusted voices has always been important, but it has never been more critical than it is today. The decisions you make now will have long-term effects on your brand.

Amidst the coronavirus pandemic, we see a moment of truth for brands—some are treating their actions (including marketing) as a public service while others have been slower to act. Whether your brand is currently purpose-led or not, this is the time to think about how to make a meaningful contribution that creates value and positive impact.

Globalization has linked us all together inextricably—it is what makes global pandemics possible, and it is what makes us able to overcome them. But if we take this as an opportunity to rebuild, rather than to simply weather through, we can emerge on the other side better prepared to be stewards of the planet.

In the process of planning to transition to a new version of normal as the worst of the coronavirus subsides, business leaders risk overlooking an intangible and lingering part of the pandemic’s impact: our collective trauma.

As the lockdown enters its fifth week across much of the country, a desire to get back to normal and even back into the office has started to develop. But the health and safety of employees and communities must be paramount when considering the easing of restrictions.