不论您身在何方，数以百万计的人已经被新冠肺炎疫情影响。现在，不论公共卫生和经济气候都充满变数，全球领袖是时候构想具建设性的方法，重构世界的未来。

在2020年5月5日举行的「空前危机中的领导能力」网络研讨会中，我们很荣幸邀请到南丰集团董事长及行政总裁梁锦松先生现身说法，分享他对宏观经济环境的独到见解，以及分析现今局面对各行行业的启示。在疫情和经济低迷的综合因素下，他分享了全球领袖该如何在这场难关中找到出路，又怎样为重建实力做好準备。

新冠肺炎疫情与以往危机的不同之处：疫情和经济低迷的综合效应

梁锦松与香港政府在2003年度过沙士难关，又经历过2008年的金融风暴，他说新冠肺炎疫情的影响力是前所未见的。

经济下行加剧疫情对各界的影响

他表示宏观环境的危机主要由两大因素带动，当中包括不断加剧的贫富悬殊，以及日趋紧张的中美关係。此外，财富分配不均亦因为新科技、全球化以及全球印钞而有所加速恶化。

疫情对香港经济的影响

为了减轻封城对经济带来的严重影响，全球政府加快落实一篮子刺激经济的政策。现在经常有人倡议「现代货币理论」（Modern Monetary Theory），指可以靠政府开支刺激全面的经济能力，也不会自然地产生通胀。有见及此，我们看见全球各国前所未有地增加货币发行量。梁锦松对此有两个看法：这可能最终导致货币贬值和较低的经济增长；另一边厢，额外的流动资金可能对投资市场带来支持力度，香港楼市也因此有机会受惠。

其中一个跟进问题问到，拥有额外资金的投资者将主力投资哪一类别的资产。梁锦松相信，全球人才枢纽内好地点的房地产市场将会受到投资者的青睐。预料这些物业的价值，将因为这些人才为城市带来的财富而上升。至於另一投资类别，则是在危机中管理完善、高价值的公司股票。

全球领袖如何为生存找出路、为复原铺路？

有危便有机，新冠肺炎疫情落下的长期影响势将持续。梁锦松建议公司想生存，便要维持足够未来两年的现金流。而减少非必要活动、开支和工资以维持现金流只是第一步，更重要的是寻找新的收入来源，而当中可能包括牵涉到公司转型到网上频道、开拓新市场和创造协同效应的收购行动。

为了在新冠肺炎疫情中生存，公司是时候重新构想後疫情时期的全新世界。面对这种「新常态」，领袖们应该审视一切外部因素和公司的内部结构。对南丰集团而言，梁锦松表示公司正寻找疫情後市场对房地产的需求改变。遥距工作和限聚令等措施仍然生效，大众每天的消费习惯势必改变。这导致外卖和网购等的网上活动不断增加，让我们反思购物中心、零售店和饮食事业对房地产的需求。

最後，梁锦松建议领袖审视他们公司的定位，并在这种新常态下做好準备 —— 特别是跟可持续发展有关的工作。新冠肺炎为我们带来全球医疗危机，更导致经济重挫。在未来的日子，各行业及其顾客都应该加强关注公司有关环境、社会和管治的决策（Environment、Society、Governance、，简称ESG）。公司也应该持续学习并应用这场危机中学习到的教训。利用可持续发展作为事业宗旨，将有助建立一门柔韧有馀的事业。梁锦松在总结时提到，在後疫情时期的世界，公民应该敦促各个政府优先处理并加快落实可持续发展 —— 做好事并做到最好。至於公司，则应该审视他们该如何回应有关ESG的议题，让可持续发展在公司各个流程中得以实践。

结语

为了让大家在新冠肺炎危机中变得更强大，梁锦松先生鼓励我们保持冷静，为自己的工作定下优次，并思考个人生命中的感召。面对当前欠缺乐观情绪的环境，梁先生特别建议公司创办人回归创办新事业的初心，并準备就绪为未来的成功铺路。

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