All articles by Per-Ola Karlsson
Are CEOs less ethical than in the past?May 15, 2017 Why more chief executives are losing their jobs after scandals and corporate misconduct. See also “CEOs under Fire.”by Per-Ola Karlsson, DeAnne Aguirre, and Kristin Rivera
Drilling for New Sources of GrowthSeptember 12, 2016 How members of the Gulf Cooperation Council can diversify their economies.by Samer Bohsali, Per-Ola Karlsson, and Rawia Abdel Samad
From the Outside InMay 2, 2016 Faced with volatility, more companies are looking beyond their own ranks to find new leadership. Multimedia: Take the quiz “Are You a Likely CEO?”by DeAnne Aguirre, Per-Ola Karlsson, and Gary L. Neilson
2015: Not the Year of the Woman CEOApril 22, 2016 Last year, less than 3 percent of the CEOs hired by the world's largest companies were female, the lowest share since 2011.by DeAnne Aguirre, Per-Ola Karlsson, and Gary L. Neilson
The $112 Billion CEO Succession ProblemMay 4, 2015 Poor planning for changes in leadership costs companies dearly. Getting it right is worth more than you might think. See also “CEO Succession: Why It Pays to Have a Plan.”by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
The Lives and Times of the CEO
May 30, 2014 From 100 years back to a quarter century ahead, the evolution of the chief executive officer.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
Is the Arctic the Next Emerging Market?August 27, 2013 The earth’s northernmost regions are rich in resources. The challenge will be accessing them sustainably. See also “Business Opportunities in the Arctic—In Pictures.”by Per-Ola Karlsson and Laurence C. Smith
Portrait of the Incoming ClassMay 28, 2013 The newest CEOs have neither the diversity nor the global backgrounds that you might expect.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
“It’s Time for a Change”May 28, 2013 CEO turnover is trending high, but in a more planned and stable manner.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
Captains in DisruptionMay 28, 2013 Even when facing a crisis, some CEOs know how to anticipate the worst, plan a response, and navigate to advantage. You can do the same.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
The Business Case for the European UnionAugust 28, 2012 To corporate leaders, this year’s economic crisis is a sign that a more unified Europe is a solution, not a problem.by Robert Gogel, Per-Ola Karlsson, and Ludo Van der Heyden
CEO Succession 2011: The New CEO’s First YearMay 24, 2012 Big companies are once again appointing new chief executives in greater numbers, Booz & Company’s annual study finds. Here’s a close look at the incoming class, and some advice from veterans on how they can best navigate their crucial first year.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
Navigating the First Year: Advice from 18 Chief Executives May 24, 2012 CEOs who took part in Booz & Company’s 2011 study of CEO turnover share their thoughts about the difficulties they faced, the successes they achieved, and what, in retrospect, they might have done differently in their first year on the job.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
CEO Succession 2010: The Four Types of CEOsMay 24, 2011 Booz & Company’s annual study of turnover among chief executives — now increasingly diverse, as the world’s largest companies migrate to emerging economies — suggests that the nature of the job varies with the role of the corporate core.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
CEO Succession 2000-2009: A Decade of Convergence and Compression
May 25, 2010 The role of the chief executive is evolving. CEOs from around the world discuss the game-changing practices that lead to success.by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
CEO Succession 2008: Stability in the StormMay 26, 2009 Booz & Company’s annual survey of chief executive arrivals and departures shows that the financial crisis has held down the rate of CEO turnover — for now.by Per-Ola Karlsson and Gary L. Neilson
CEO Succession 2007: The Performance ParadoxJune 10, 2008 The news this year is that even those chief executives who deliver subpar returns are showing unexpected staying power.by Per-Ola Karlsson, Gary L. Neilson, and Juan Carlos Webster
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