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Most firms have set up a war room to triage their immediate response to the crisis. But the lack of visibility around future demand complicates efforts to restart stalled portfolio companies, recapitalize them and plan for a longer-term recovery. Making smart decisions requires coming to a quick understanding of two things: What impact is Covid-19 having on customer demand right now, and what sort of shape will demand take as the economic downturn.

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A faceting effect livens up and interrupts the cubism that sets the morphology of the West system apart from the cliches.

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Characterised by its suitability for use in a wide range of different contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue.

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Characterised by its suitability for use in a wide range of contemporary and traditional arrangements, West also features glints of pure creativity, such as the chaise longue, available in pentagonal or hexagonal form and the elements that stand out for their striking backrests in saddle hide.

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Three of these curves describe an initial Covid-related spike in demand, and three describe a short-term hit. Where each group begins to diverge, however, is in what’s likely to happen to demand over the next several years. Think, for example, of personal computer monitors or other types of goods that were declining pre-pandemic and fall into the “short-term spike, long-term decline” archetype. The story is different for online grocery shopping and collaboration services like Zoom (short-term spike, long-term growth), both of which were growing steadily before the pandemic. Experimentation during the crisis has convinced more and more customers that ordering or meeting online makes sense, pulling forward demand that will likely stick.