不論您身在何方，數以百萬計的人已經被新冠肺炎疫情影響。現在，不論公共衛生和經濟氣候都充滿變數，全球領袖是時候構想具建設性的方法，重構世界的未來。

在2020年5月5日舉行的「空前危機中的領導能力」網絡研討會中，我們很榮幸邀請到南豐集團董事長及行政總裁梁錦松先生現身說法，分享他對宏觀經濟環境的獨到見解，以及分析現今局面對各行行業的啟示。在疫情和經濟低迷的綜合因素下，他分享了全球領袖該如何在這場難關中找到出路，又怎樣為重建實力做好準備。

 

新冠肺炎疫情與以往危機的不同之處：疫情和經濟低迷的綜合效應

梁錦松與香港政府在2003年度過沙士難關，又經歷過2008年的金融風暴，他說新冠肺炎疫情的影響力是前所未見的。

經濟下行加劇疫情對各界的影響

他表示宏觀環境的危機主要由兩大因素帶動，當中包括不斷加劇的貧富懸殊，以及日趨緊張的中美關係。此外，財富分配不均亦因為新科技、全球化以及全球印鈔而有所加速惡化。

疫情對香港經濟的影響

為了減輕封城對經濟帶來的嚴重影響，全球政府加快落實一籃子刺激經濟的政策。現在經常有人倡議「現代貨幣理論」（Modern Monetary Theory），指可以靠政府開支刺激全面的經濟能力，也不會自然地產生通脹。有見及此，我們看見全球各國前所未有地增加貨幣發行量。梁錦松對此有兩個看法：這可能最終導致貨幣貶值和較低的經濟增長；另一邊廂，額外的流動資金可能對投資市場帶來支持力度，香港樓市也因此有機會受惠。

其中一個跟進問題問到，擁有額外資金的投資者將主力投資哪一類別的資產。梁錦松相信，全球人才樞紐內好地點的房地產市場將會受到投資者的青睞。預料這些物業的價值，將因為這些人才為城市帶來的財富而上升。至於另一投資類別，則是在危機中管理完善、高價值的公司股票。

 

全球領袖如何為生存找出路、為復原鋪路？

有危便有機，新冠肺炎疫情落下的長期影響勢將持續。梁錦松建議公司想生存，便要維持足夠未來兩年的現金流。而減少非必要活動、開支和工資以維持現金流只是第一步，更重要的是尋找新的收入來源，而當中可能包括牽涉到公司轉型到網上頻道、開拓新市場和創造協同效應的收購行動。

為了在新冠肺炎疫情中生存，公司是時候重新構想後疫情時期的全新世界。面對這種「新常態」，領袖們應該審視一切外部因素和公司的內部結構。對南豐集團而言，梁錦松表示公司正尋找疫情後市場對房地產的需求改變。遙距工作和限聚令等措施仍然生效，大眾每天的消費習慣勢必改變。這導致外賣和網購等的網上活動不斷增加，讓我們反思購物中心、零售店和飲食事業對房地產的需求。

最後，梁錦松建議領袖審視他們公司的定位，並在這種新常態下做好準備 —— 特別是跟可持續發展有關的工作。新冠肺炎為我們帶來全球醫療危機，更導致經濟重挫。在未來的日子，各行業及其顧客都應該加強關注公司有關環境、社會和管治的決策（Environment、Society、Governance、，簡稱ESG）。公司也應該持續學習並應用這場危機中學習到的教訓。利用可持續發展作為事業宗旨，將有助建立一門柔韌有餘的事業。梁錦松在總結時提到，在後疫情時期的世界，公民應該敦促各個政府優先處理並加快落實可持續發展 —— 做好事並做到最好。至於公司，則應該審視他們該如何回應有關ESG的議題，讓可持續發展在公司各個流程中得以實踐。

 

結語

為了讓大家在新冠肺炎危機中變得更強大，梁錦松先生鼓勵我們保持冷靜，為自己的工作定下優次，並思考個人生命中的感召。面對當前欠缺樂觀情緒的環境，梁先生特別建議公司創辦人回歸創辦新事業的初心，並準備就緒為未來的成功鋪路。

 

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