The Conference Board uses cookies to improve our website, enhance your experience, and deliver relevant messages and offers about our products. Detailed information on the use of cookies on this site is provided in our cookie policy. For more information on how The Conference Board collects and uses personal data, please visit our privacy policy. By continuing to use this Site or by clicking "OK", you consent to the use of cookies. 


Insight and Guidelines for Finance Management Leaders

Finance managers face complex and cascading challenges from the COVID-19 crisis: cash flows are strained by stalled supply chains and channel operations, increasing uncertainty requires wider scenario forecasting, and access to capital has tightened. If virus containment and remission cannot be achieved in the short term, financial markets are vulnerable to both private sector bankruptcies and household mortgage defaults. The specter of financial crisis looms large.

The Conference Board offers these insights from our internal experts and member network to provide helpful guideposts in a troubled time.

First, we suggest three executive actions1 to address the challenges ahead:

  1. Assess the full range of plausible scenarios. At this difficult juncture, finance leaders should plan for the worst and hope for the best.

  2. Tap all possible information channels. Collect internal and external data to inform and continually update forecast assumptions. Cross-check information to ensure accuracy.

  3. As appropriate, take advantage of government support measures. Direct your finance team to proactively reach out to banks and ministries. Ensure that your business partners do too.

Key “Must-Dos” and “Get Rights”

  • Forecast faster and for more risk scenarios. Start by identifying assumptions for cost containment, business impact, and risk mitigation models. Accelerate the financial forecasting cadence to quickly assess financial implications of new scenarios. Include daily trends (e.g., jobsite readiness in production and distribution as well as A/P, A/R) into scenarios designed to reflect different risk levels, for Q1 and Q2 forecasts of cash position, credit line balances, and financial results.

  • Ensure liquidity. This means drawing down lines of credit and arranging backup lines, asset-backed loans, and other means of increasing available cash while being sensitive to customers’ cash flow constraints. Evaluate credit terms for customer needs. At the same time, cut cash outflows: expenses, travel, etc. If cash outflows still exceed cash inflows, consider asset sales.

  • Use agile team processes within a crisis management platform. Quick, daily inputs and cross-functional decision making are essential practice. A half-hour COVID-19 decision-making meeting of the crisis team, daily including Saturday and Sunday, allows immediate decisions on issues related to employees, customers, government, operations, and matters that involve corporate headquarters. Ensure that senior financial and risk management expertise are brought onto the crisis team. Finance must be quick to respond to on-the-spot requests, and top management must demonstrate concern about employee safety.

  • Keep communication with capital sources open and informed. Stay close to corporate finance and banks to know which actions are possible and which are not under various scenarios. In planning, be cautiously skeptical about claims that the crisis is contained until certainty is irrefutable.

  • Tap government and bank relationships to benefit from economic relief programs. A fully engaged finance team should proactively pursue policies designed to keep companies financially strong, get workers back to work, and support remote and virtual work. Each company should undertake a structured review of what is available to conserve cashflow and offset operational pressure.

  • Revisit and revise guidelines for extending credit under crisis risk conditions. As COVID-19 hits your supply chain, and eventually your cash flow, be willing to update approval processes for review of requests from existing distributors and customers for more generous terms. Short term, a loose credit policy will support your customer base; smart AP terms can help your suppliers lock in stocks of raw materials in the market. Balance short term with the likelihood that, as the crisis continues, basic creditworthiness of most players will sharply decline and some customers and suppliers will fail. Build scenarios to estimate impacts and make sure funding is available for opening new customer and supplier relationships. Be cautious in evaluating distributor quality when recommending them to partner banks for approval.

  • De-escalate pressure for customers experiencing missed deliveries. Customers coping with missed or late deliveries may resort to imposing any penalties permitted by contract. Know the liabilities involved. Work closely with your legal department to provide all data in support of agreement that missed deliveries are the result of force majeure. Offer available alternatives and substitutes, even at lower margins, to prevent loss of valued customers.

  • Create an emergency fund for supplemental employee healthcare. Work closely with HR to ensure financial resources are available for company leaders to demonstrate commitment to employee wellbeing. Funds for additional insurance and evacuation may be required. Allocate the resources needed to provide financial support to staff who are undergoing quarantine and whose families have been infected by COVID-19. Costs of flexible work arrangements and preventive care need to be quickly allocated and easily accessible.

  • Invest in identifying alternative suppliers. If access to suppliers remains blocked due to ongoing stoppages, engage suppliers elsewhere to return operations to pre-crisis levels. Some level of redundancy and agile processes for moving critical supply needs as necessary among redundant production bases will mitigate the risk of shortages now and later. Redundancy plans, if properly constructed, can result in procurement savings that pay dividends into the future.

  • Face the challenges of a remote workforce. While staff are working from home, be clear about expectations for work output and be quick to solve technical issues with network, software, and hardware. Resource the IT team to support homeworking and all aspects of the business continuity plan. Stay consistent in articulating the importance of best practices in recording and backing up operational documents including financial data and information on cloud storage for access by team members.

 Key Mistakes to Avoid

  • Don’t dismiss worst-case scenarios. Avoid creating expectations that are overly optimistic, especially in communication with corporate headquarters. Make a financial assessment of the worst-case scenario, and agree upfront on measures for operations, finance, and HR in a staged implementation plan. If the impact of the crisis results in a downsizing or relocation of sourcing, production, or other operations, be extremely cautious in proceeding, especially in consideration of talent retention.

  • Don’t wait and see. Short-term and temporary measures won’t result in a return to normal. They need to be monitored, updated, and adjusted in response to daily changes. Be proactive. Find competitive financing tools to maintain and rebuild supply and customer networks. Offer guidance and tools and share information to stabilize customers.

  • Don’t run generic cost cuts. Focused interventions that are understandable are much less damaging to morale than generic costs cuts, especially across-the-board salary cuts.

  • Use available leverage and regulatory relief to offset operational pressure. Participate in the efforts of business and professional associations to lobby regulatory bodies where regular deadlines (e.g., reporting financial results, submitting tax returns, and making announcements) cannot be met under crisis conditions and where relief is possible. If your company or foundation can make donations or provide in-kind support to government, be sure to reach out to access tax/duty exemptions, filing deadline extensions, subsidies, or other relief.

  • Be consistent with policy. Apply financial policies consistently across different group entities and departments, taking into consideration local regulatory guidance. Extraordinary times create many cases for making exceptions that may later be regretted.

  • Step up investor relations communications. The way executives communicate with the investor community when crisis hits can have a game-changing impact on a company's bottom line. Quickly establish a communication plan for your investor community projecting confidence that the company's leadership is fully on top of the crisis. Investors will want to understand what is being done to ensure that ongoing production will quickly return to pre-crisis levels. Listed companies will need to issue profit warnings; unlisted companies need to be frank with owners.

We hope that this summary will help you to navigate the complexities of this fast-moving situation. Please do not hesitate to reach out to our expert team for a quick chat or meeting. We’re here to help.


Continue reading:

  • For coronavirus guidance for Communications Leaders, click here.
  • For our view on economic impacts of the coronavirus outbreak, click here.
  • For the 2019 Edition of our Disaster Philanthropy Practices report, click here.
  • To listen to our podcast series on implications of the coronavirus outbreak, click here

Note: This piece is adapted from a previously posted article by The Conference Board China Center.


1  This list is not arranged in any order of priority.


Our Experts

Thought leaders who provide trusted insights for navigating companies and the economy though COVID-19.


Bart van Ark

Managing Director and Principal Investigator


Lynn Franco

Director, Economic Indicators and Surveys


Ataman Ozyildirim

Senior Director, Economics and Global Research Chair


Matteo Tonello

Managing Director, Environmental, Social, and Governance (ESG)


Gad Levanon, PhD

Vice President, Labor Markets


David Hoffman

Senior Vice President Asia and Managing Director of the China Center for Economics & Business

Ray, Rebecca 120 x 120.jpg

Rebecca L. Ray, PhD

Executive Vice President, Human Capital

Schrader, Anke 120x120.jpg

Anke Schrader

Research Director, the China Center for Economics and Business


Amy Lui Abel, PhD

Vice President, Human Capital Research


Thomas Singer

Principal Researcher


Dr. Uwe G. Schulte

Leader, Global Sustainability Centre and Program Director


Paul Washington

Executive Director, ESG Center


Ilaria Maselli

Senior Economist


Amanda Popiela

Researcher, Human Capital


Elizabeth Crofoot

Senior Economist


John Forsyth

Consumer Dynamics Leader, M&C Center


Cindy Cisneros

Vice President of Education Programs

Odland, Steve 120x120.jpg

Steve Odland

President and CEO


Jeff Hoffman

Institute Leader, Corporate Citizenship & Philanthropy, ESG Center


Joseph J. Minarik

Senior Vice President and Director of Research


Erik Lundh

Principal Economist


Robin Erickson, PhD

Principal Researcher, Human Capital


JP Kuehlwein

Marketing Leader, M&C Center


Denise Dahlhoff, PhD

Senior Researcher, Consumer Research

Sabattini, Laura 120x120.jpg

Laura Sabattini, PhD

Principal Researcher, Human Capital

Schwarz Robert.JPG

Robert Schwarz

Senior Researcher, ESG Center


Chiqui Cartagena

Former Chief Marketing Officer & Center Leader, Marketing & Communications

Dr. Mahdy Al Jazzaf1.png

Dr. Mahdy Al Jazzaf

Executive Director


Devin O’Connor

Former Deputy Director, Economic Research



Higher Prices: Transitory or Not?

Higher Prices: Transitory or Not?

June 02, 2021 | Publication

Vaccinating America

Vaccinating America

April 27, 2021 | Charts


Support Our Work

Support our nonpartisan, nonprofit research and insights which help leaders address societal challenges.