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Hong Kong: a case study of managing in extreme uncertainty

The Asian financial hub’s business leaders are forced to adapt as there is no hope of a quick return to normality

In a pandemic that has thrown up a long list of clumsy management moves, I may have found the most egregious case of uncaring leadership.

A multibillion-dollar company issued a missive to some Hong Kong staff last month: anyone who travelled overseas could lose their job if they got stuck abroad, even if they caught Covid-19 or were hit by the type of disruption that has become the norm.

The directive was callous. Many employees for global companies in Hong Kong have not seen family for close to three years, owing to quarantine regimes of at least two weeks on returning to the city and cancelled flights to Europe and North America.

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