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  The effects of the pandemic has many questioning the survival rate of businesses.  Saumya Ganguly explains how businesses can improve their survival strategy by readdressing their business plan and business model.

  Dion Lisle shares Fintech insights on the banking operations of Goldman Sachs; specifically, transaction banking and B2B payments.

  Gleb Tsipursky browses through the psychological dangers of shopping to discover why less choice leads to more satisfaction for consumers, and why satisficers have a better shopping experience than maximizers.

  Carolina Miranda provides practical suggestions and actions individual companies can take to address systemic racism, and change organizations from within.

  Norman Chorn moves beyond the common buzzwords  comments about building a “strong”, “positive” or “enabling” culture to identify the four strategy archetypes supported by company culture, and how culture acts as a driver of organisational capability.

  David Munves discusses the effects of COVID-19 on the leveraged loan markets and identifies the risk to current valuations, including junk bonds and degrees of difference between long-term average default rates per rating category and large variations in default rates on a yearly basis.

  The digital age has disrupted processes, strategies, and operations in every department and position, including leadership. To identify new forms of leadership and how traditional approaches may still be appropriate, download this PDF on Leadership in a Digital Age from Norman Chorn.

  How is COVID-19 affecting food manufacturing and what risk management policies should they implement? Ben Marandi provides an article on effective virus risk management in food production and the opportunity to tune into his 90-minute webinar on the best risk management policies for food manufacturers and processes at this time of virus outbreak.

  Philip Watt explains why Customer Relationship Management (CRM) platforms can reduce the customer to data, which leads to a disconnect between the customer and company employees. This article provides a way to think of the CRM as a central investment in improving customer experience by setting seven goals.