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It outlines crisis categories, stakeholder pressures, and organizational factors that shape resilience and response.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/leading-in-a-crisis-from-survival-to-strategic-pivot/582552/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/leading-in-a-crisis-from-survival-to-strategic-pivot/582552.png","ImageObject",300,407,{"name":92,"@type":93},"Mia  ","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-05","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":29},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What is the main focus of the paper on CXO leadership during a crisis?","Question",{"text":112,"@type":113},"The paper explains how leaders navigate reflection, reset, recalibration, and pivot actions so they can survive and succeed in the “next normal” amid major crises.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How does the paper categorize different types of crises?",{"text":117,"@type":113},"It references a three-level model: level 1 known problems with known solutions, level 2 known problems with unknown solutions, and level 3 complex problems with unknown solutions such as pandemics and war.",{"name":119,"@type":110,"acceptedAnswer":120},"Which organizational factors influence outcomes during a level-3 pandemic crisis?",{"text":121,"@type":113},"The paper highlights ownership structure, regulations and governance jurisdiction, geographical spread, dominant culture, size, and financial structure, including how communication culture and gearing affect resilience.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},582552,1792189731,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":29,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":144,"read_time":145,"preview_page_count":4},687207024478,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","LEADING INA CRISIS:  \nFROM SURVIVAL TO STRATEGIC  \nPIVOT By Sunil Puri & Paul Galante  \nBased on the collective wisdom of Asian CXOs  \nsian leaders continue to deal with perhaps the biggest crisis they have faced in their careers. The combined  \nsocial, economic, and health crises due to the Covid-19 pandemic continue to stress-test organizations, forcing them to stare at the potential reality of bankruptcy. CXOs not only deal with external leadership crises to keep their businesses afloat, but also deep personal leadership crises within as they dig into their everso-depleting reserves of emotional energy to motivate themselves and their teams. CXOs in Asia toil to survive and thrive in a world that, even with the most advanced analytical modeling, remains mysteriously difficult to predict and paint a reliable picture of. This paper—based on in-depth interviews with 73 C-Suite Leaders (CXOs) and board directors across Asia from different countries (Singapore, Malaysia, Philippines, Thailand, Indonesia, Sri Lanka, India, Cambodia) . Industries, and organizations—articulates the journey leaders need to continue to navigate as they reflect, reset, recalibrate, and pivot to survive and hopefully succeed in the “next normal”. The research initiative was led by the Center for Creative Leadership (CCL), in partnership with the Institute of Corporate Directors, Philippines (ICD); the Indonesia Economic Forum (IEF); Center of Excellence in Management Research for Corporate Governance and Behavioral Finance, Sasin School of Management, Thailand; and the Institute of Corporate Directors Malaysia (ICDM) .  \nContents  \n3 SETTING THE CONTEXT  \n7  \nREFLECT  \n15  \nRESPOND  \n27 REFRAME  \n34 BURN BRIGHT  \n35 ACKNOWLEDGEMENTS  \n37 REFERENCES  \n | LEADING IN A CRISIS: From Survival to Strategic Pivot  \nThe year 2020 has been a year like no other, marked by human, business, social, and economic crises. Companies and leaders are ina frenzy as they try and protect their top lines, and safeguard their people. While the current pandemic has exposed the fragility of commercial establishments, and broken the myth of infallible organizations and leaders, it has also presented an opportunity for leaders to stand tall and show their character in the face of extreme despair. Above all, it’s been an opportunity for leaders to ignite transformational change and to navigate the crisis of the moment while preparing for the changed world that comes next.  \nGene Klann’s Leadership in Crisis book1 lists three categories of crises: level 1—known problems, known solutions (e.g., unethical behavior or brand damage); level 2—known problems, unknown solutions (personal injury, property loss, possible  \nloss of life, serious damage to the company’s reputation); and level 3—complex problems, unknown solutions (loss of life, significant property damage, existential threat to a company, pandemics, war) .  \nCommon examples of level-1 crises include sexual harassment charges brought against a key leader of the organization; an insensitive or racially charged statement by a company leader; or an overt action taken by an organization that damages the environment, places profit over public welfare, or is viewed as unethical, politically incorrect, or socially irresponsible. Examples of level-2 crises include a pharma company having to recall its drugs owing to some patients being adversely affected, or an automobile company recalling its cars owing to instances of accidents resulting from a manufacturing problem, or an aircraft company  \n3 | ©2020 Center for Creative Leadership. All rights reserved. ~~ ~~  \nLEADING IN A CRISIS: From Survival to Strategic Pivot |   \ngrounding its planes owing to a technical problem in one of the parts. The current pandemic is a fitting example of a level-3 crisis. Other examples include the 2008 financial crisis, World War I and II. Level-3 crises have a widespread impact, and the world usually has no prior experience of how to manage such crise","cbCaius4nTsmfP02","https://ap.wps.com/l/cbCaius4nTsmfP02","pdf",4686090,38,"English","# Contents\n## Setting the Context\n## Reflect\n## Respond\n## Reframe\n## Burn Bright\n## Acknowledgements\n## References","[{\"question\":\"What is the main focus of the paper on CXO leadership during a crisis?\",\"answer\":\"The paper explains how leaders navigate reflection, reset, recalibration, and pivot actions so they can survive and succeed in the “next normal” amid major crises.\"},{\"question\":\"How does the paper categorize different types of crises?\",\"answer\":\"It references a three-level model: level 1 known problems with known solutions, level 2 known problems with unknown solutions, and level 3 complex problems with unknown solutions such as pandemics and war.\"},{\"question\":\"Which organizational factors influence outcomes during a level-3 pandemic crisis?\",\"answer\":\"The paper highlights ownership structure, regulations and governance jurisdiction, geographical spread, dominant culture, size, and financial structure, including how communication culture and gearing affect resilience.\"}]","LEADING INA CRISIS - From Survival to Strategic Pivot | PDF",1792043751,96]