经济危机正是考验领导能力的时候

With warnings of a credit crunch still ringing out, Mr Thomas describes an ongoing priority as “making sure that, come what may, you will remain liquid”. He also encourages investigating whether companies can better redeploy their capital as studies suggest as much as 50 per cent of it is “dead capital”, tied up in poorly performing businesses.

To those leaders who manage all of this, there may well be opportunities. Many commentators had expected strong companies to find buying opportunities during the crisis, but with credit so tight little happened. Now, moves such as Kraft's takeover approach to Cadbury and consolidation in the telecoms, chemicals and microchip sectors give rise to new claims that the best companies will be able to profit.

“Start to take advantage of companies who have struggled,” says Mr Thomas.

Finally, leaders may want to loosen some of the restrictions they imposed in worse times. Air Liquide's Mr Potier refers to the cutting of all discretionary expenses. “We are travelling in coach class,” he says. “How do you manage that in the future? You have to reopen the valves.”

Asked if that means the return of business class travel, he replies: “Hopefully, yes!”