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Countries begin with similar trajectories but curves diverge based on range of measures taken
misc · 2020 · industry_trends
Countries begin with similar trajectories but curves diverge based on range of measures taken
 South Korea: Rigorous investigation of outbreak clusters and rapidly scaled testing capabilities limited spread
misc · 2020 · case_study
South Korea: Rigorous investigation of outbreak clusters and rapidly scaled testing capabilities limited spread
 China: Rapid lockdowns were employed to manage outbreak before ramping up testing and response capabilities
misc · 2020 · case_study
China: Rapid lockdowns were employed to manage outbreak before ramping up testing and response capabilities
 Italy: As the country scales testing, the effects of national lockdown on viral transmission have yet to be determined
misc · 2020 · context
Italy: As the country scales testing, the effects of national lockdown on viral transmission have yet to be determined
 Western countries are largely instituting the “Early China model,” focused on immediate containment while ramping up testing
misc · 2020 · industry_trends
Western countries are largely instituting the “Early China model,” focused on immediate containment while ramping up testing
8,000 — tests per million people
 The Imperative of our Time
misc · 2020 · problem_statement
The Imperative of our Time
-8 to -13% — Economic Shock
 Scenarios for the economic impact of the COVID-19 crisis
misc · 2020 · scenario_analysis
Scenarios for the economic impact of the COVID-19 crisis
 Scenario A3 Virus contained
misc · 2020 · scenario_analysis
Scenario A3 Virus contained
-9.5% — Real GDP
 COVID-19 U.S. impact could exceed anything since the end of WWII
misc · 2020 · financial_analysis
COVID-19 U.S. impact could exceed anything since the end of WWII
-13% — Real GDP draw-down
 Scenario A1 Muted Recovery
misc · 2020 · scenario_analysis
Scenario A1 Muted Recovery
-12.2% — Real GDP
 What business leaders should look for in coming weeks
misc · 2020 · framework_other
What business leaders should look for in coming weeks
 Market capitalization has declined across sectors, with significant variation to the extent of the decline
misc · 2020 · market_landscape
Market capitalization has declined across sectors, with significant variation to the extent of the decline
 Even within sectors, there is significant variance between companies
misc · 2020 · market_landscape
Even within sectors, there is significant variance between companies
 The hardest hit sectors may not see restart until 2021
misc · 2020 · industry_trends
The hardest hit sectors may not see restart until 2021
Q3 / Q4 2021 — Estimated global restart
 Leaders need to think and act across 5 horizons
misc · 2020 · framework_other
Leaders need to think and act across 5 horizons
 Resolve
misc · 2020 · section_divider
Resolve
 Resolve: Making hard decisions on immediate challenges
misc · 2020 · framework_other
Resolve: Making hard decisions on immediate challenges
 Key challenge of remote teams (if left unmitigated) is reduced efficiency and cohesion
misc · 2020 · pain_points
Key challenge of remote teams (if left unmitigated) is reduced efficiency and cohesion
48 — Complexity units per man-week
 Manufacturing workforce safety can be increased by creating operating pods, but design considerations apply
misc · 2020 · comparison_table
Manufacturing workforce safety can be increased by creating operating pods, but design considerations apply
 Changing shift patterns is an option to limit exposure
misc · 2020 · strategic_options
Changing shift patterns is an option to limit exposure
 Speed + Discipline – the key to Resilience
misc · 2020 · case_study
Speed + Discipline – the key to Resilience
 Speed+ Discipline – how the Resilients stood apart
misc · 2020 · comparison_table
Speed+ Discipline – how the Resilients stood apart
30% — Revenue growth
 6 steps towards end to end Resilience plan
misc · 2020 · implementation_plan
6 steps towards end to end Resilience plan
 Companies should be prepared for the “return”
misc · 2020 · recommendation
Companies should be prepared for the “return”
 Reimagination: Could we really emerge in a new normal?
misc · 2020 · context
Reimagination: Could we really emerge in a new normal?
 Resetting to new normal is hard
misc · 2020 · strategic_options
Resetting to new normal is hard
8% — economic value
 Managing across 5Rs requires a new architecture: Nerve Center
misc · 2020 · process_diagram
Managing across 5Rs requires a new architecture: Nerve Center
80% — Nerve Center capacity
 Managing across 5Rs requires a new architecture: Nerve Center
misc · 2020 · process_diagram
Managing across 5Rs requires a new architecture: Nerve Center
 Leaders should expect Nerve Center to evolve as crisis shifts
misc · 2020 · process_diagram
Leaders should expect Nerve Center to evolve as crisis shifts
 Supply chains are being disrupted around the world, but the full impacts have not yet been felt
misc · 2020 · situation_overview
Supply chains are being disrupted around the world, but the full impacts have not yet been felt
 COVID-19 Leading indicator dashboard for China
misc · 2020 · kpi_dashboard
COVID-19 Leading indicator dashboard for China
 BCG was hired to help NYCHA "do more with less"
BCG · 2012 · context
BCG was hired to help NYCHA "do more with less"
 BCG's effort supported Imperative 5 of Plan NYCHA
BCG · 2012 · context
BCG's effort supported Imperative 5 of Plan NYCHA
 Five phases of work encompassed a broad set of activities, ranging from operating model design to execution support
BCG · 2012 · implementation_plan
Five phases of work encompassed a broad set of activities, ranging from operating model design to execution support
~10 weeks — Phase duration
 Project scope covered back-office functions, not "front-line"
BCG · 2012 · context
Project scope covered back-office functions, not "front-line"
 BCG's work also extended beyond original scope
BCG · 2012 · data_table
BCG's work also extended beyond original scope
$5M — BCG own resources invested
 BCG-NYCHA worked "shoulder-to-shoulder" in joint teams
BCG · 2012 · org_design
BCG-NYCHA worked "shoulder-to-shoulder" in joint teams
 In addition, the project team worked with a wide range of NYCHA employees and departments
BCG · 2012 · appendix
In addition, the project team worked with a wide range of NYCHA employees and departments
129 — NYCHA employees engaged
 Several BCGers worked with NYCHA over the project's course
BCG · 2012 · team_bio
Several BCGers worked with NYCHA over the project's course
 The team used a number of lenses to identify opportunities
BCG · 2012 · framework_other
The team used a number of lenses to identify opportunities
 Benchmarking analysis compared NYCHA to PHAs as well as private property management companies ("PMCOs")
BCG · 2012 · peer_benchmark
Benchmarking analysis compared NYCHA to PHAs as well as private property management companies ("PMCOs")
12 functions x 6 PHAs — Functions benchmarked per peer
 Four types of opportunities identified to deliver value
BCG · 2012 · framework_other
Four types of opportunities identified to deliver value
 Complicated steps and wide range of pain points in tenant interview process
BCG · 2012 · process_diagram
Complicated steps and wide range of pain points in tenant interview process
Up to 6 months — Time per step
 Example: identified systems enhancement opportunities
BCG · 2012 · diagnosis
Example: identified systems enhancement opportunities
 Proposed department structure flattens organization and improves accountability
BCG · 2012 · org_design
Proposed department structure flattens organization and improves accountability
2 — layers eliminated
 Example: used benchmarks to determine appropriate sizing and resourcing levels
BCG · 2012 · peer_benchmark
Example: used benchmarks to determine appropriate sizing and resourcing levels
~55 FTE — HR FTE reduction opportunity
 More broadly, HR organizations extend from transactional to strategic value-oriented contribution
BCG · 2012 · framework_other
More broadly, HR organizations extend from transactional to strategic value-oriented contribution
 NYCHA facing several significant challenges, many of which are mutually reinforcing
BCG · 2012 · executive_summary
NYCHA facing several significant challenges, many of which are mutually reinforcing
>$16B — Capital deficit / physical needs
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