Art Kleiner

A conversation with Ian Bremmer about nationalism and populism, which will remain potent political forces — at least until some fundamental issues are addressed.

In PwC’s annual survey of chief executives around the world, respondents voiced confidence about economic growth and greater interest in corporate responsibility.

Bernardo Vargas Gibsone, CEO of the Colombian utility and construction company ISA, sees opportunity emerging from turmoil.

Michael Pennisi, the chief executive of QSuper, one of Australia’s largest pension funds, describes how to change direction at scale.

A conversation with Ian Bremmer about what it will take for political and economic institutions to regain their credibility. Spoiler: It involves finding new models for solving global-scale problems.

In the first interview in this series, which kicks off PwC’s 2018 CEO Survey, chief executive Safra Catz explains the broad culture shift brought on by AI and cloud technologies.

And what they tell us about China’s Belt and Road Initiative, Industry 4.0, and Silicon Valley dynamics.

According to Adam Smith scholar Ryan Patrick Hanley, executives can navigate today’s turbulence only by learning to see themselves as others might see them.

The influential economic theorist looks ahead to a world of virtually free energy and zero marginal cost production, and to a desperate race against climate change.

The true test of a strategic leader is being able to recognize, and having the courage to eradicate, subtle problematic ideas.

Artificial intelligence may learn to track predispositions and personality traits, turning our inner personalities into a detectible second skin.

A long-wave theory of technological and economic change suggests the financial malaise that began in 2007 may be about to end.

In this Thought Leader interview, social presencing theater innovators Otto Scharmer and Arawana Hayashi describe how to develop your management skills through physical awareness.

Is it fair to ask employees to embrace personal growth, on top of everything else they do? Yes, according to the apparel company CEO. See also “Eileen Fisher on Leadership: The Personal Side of Organizational Change.”

Shelly Palmer, one of the world's leading digital-technology commentators, talks about the evolution of the entertainment and media industry.

Leaders who fully understand strategy and execution are rare. Those who can make it work are even rarer. We’re looking for examples.

During the next few years, says GE Digital’s leader, the Industrial Internet will turn every company into a digitally empowered enterprise.

Research shows how leaders can take the high road less traveled. See also “How Strategic Leaders Use Their Brain."

By setting your company up for growth, you have already made a strong, implicit commitment to diversity. The political events of 2016 could help you deliver on that promise.

The 2016 presidential election has shown that no secret is safe; we’d better learn to distinguish acceptable transgressions from non-acceptable ones.

Trends spotted by Strategy& suggest that companies in any industry can gain prominence by choosing the right approach.

What you need to learn before you start studying management.

A global study coauthored by NYU law professor Kenji Yoshino found a range of business benefits in promoting gender-identity rights.

Former NBC Universal CEO Bob Wright looks back on his two decades at GE — and forward to a post-broadcast, post-cable media world.

For Dartmouth professor Syd Finkelstein, “glorious bastards” such as Larry Ellison, “iconoclasts” such as Alice Waters, and “nurturers” such as Jon Stewart are models for the next generation of leadership development.

A brief tribute to s+b’s founding editor, who died on April 6, 2016.

An s+b Roundtable: Highly focused and diversified, this industrial company grows through acquisition, customer-facing innovation, and continuous improvement.

Two leaders of an Australian fund explain how they challenged deceptive messages about investment capability, and raised the game of the companies they work with.

Analysts have been studying business organizations for more than a century. But our inquisitions are just beginning.

A celebrated proprietor of R&D ateliers explains how companies can cultivate the rare people who create miracles.