All articles by Bruce A. Pasternack
Profiles in Organizational DNA Research and RemediesFebruary 4, 2004 by Gary L. Neilson, Bruce A. Pasternack, Decio Mendes, and Eng-Ming Tan
Yellow-Light Leadership: How the World’s Best Companies Manage UncertaintyApril 9, 2002 The recession has moved the most advanced CEOs beyond "the vision thing."by Bruce A. Pasternack and James O'Toole
Beyond the Cult of the CEO: Building Institutional LeadershipJanuary 1, 2001 Why do some companies flourish but others founder after the charismatic CEO leaves? A World Economic Forum/Booz-Allen & Hamilton study finds that the most effective firms make leadership more than a solo act.by Bruce A. Pasternack, Thomas D. Williams, and Paul F. Anderson
Up the (E) Organization! A Seven-Dimensional Model for the Centerless EnterpriseJanuary 1, 2000 It's time to retire the org chart and disintermediate management itself.
by Gary L. Neilson, Bruce A. Pasternack, and Albert J. Viscio
The Triumph of People Power and the New EconomyApril 1, 1997 The New People Partnership heralds the appearance of a different "company man and woman." As corporations and employees grapple with the new realities that exist between them, organizations must do more to make workers employable within their own companies.by Bruce A. Pasternack, Shelley S. Keller, and Albert J. Viscio
Toward a New Business ModelApril 1, 1996 The classical business model is a 19th-century invention. Has it outlived its usefulness? What should replace it? New research suggests alternatives that can lead to flexibility and growth for the bottom and top lines. by Albert J. Viscio and Bruce A. Pasternack
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- Interactiveby Myles Mellor
For industrial companies, the COVID-19 pandemic could lead to particularly severe economic repercussions.