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The purpose of this article is to explore how corporate strategies have been impacted by the COVID-19 pandemic.

A wide array of literature has been surveyed. Also, several senior executives have been interviewed. And two senior management counterparts have provided inputs. The approach taken is thus exploratory and pre-paradigmatic. This sets the stage for potential empirical investigations.

There seems to be a clear shift towards more web-based inputs regarding the way corporations are executing their strategies. Surprisingly shorter-term strategy implementation seems to be rather effective. More fundamental shifts in strategies, however, seem to depend a lot on executives' abilities to travel, and this have been severely curtailed.

The propositions that are stated in the paper have not been tested empirically. This sets clear limitations regarding generalizability.

It seems important to strengthen firms' capabilities regarding distance-driven strategic execution, as well as strengthened cash flow management.

There seems to be a clear shift towards more nationalization, and a slowing-down of globalization.

While many of the findings might be seen as rather self-evident, there is nevertheless originality in the way that COVID-19's impact on firms' strategies has been analysed.