All articles by Art Kleiner

These four excelled at making meaningful connections in a world where that matters more than ever.

When business leaders talk about organizational change, they’re really pursuing an ideal.

Fights in the boardroom between shareholders and management highlight one important question—who gets to call the shots?

Steve Capps’s award-winning article is an essential primer for anyone trying to understand manufacturing.

The social theorist on why new technologies are ushering in a paradigm shift, and how the transition will redefine how business is done.

Introducing Camp Snowball, where teachers learn the hidden interactions that separate success from failure.

Welcome to strategy+business’s new blog.

An eminent systems therapist says that learning to recognize the hidden patterns in conversation is the first step toward more effective executive leadership.

To Harvard professor Clayton Christensen, coauthor of How Will You Measure Your Life?, a primary task of leadership is asking questions that anticipate great challenges.

A Harvard Business School professor observes that leaders become better strategists by engaging in conversations about the purpose of a company.

Author and scenario planning expert Betty Sue Flowers dissects the attitudes and beliefs that unconsciously influence leaders.

Booz & Company and strategy+business have introduced an online survey to explore the relationship between management theory, corporate identity, and high performance.

The coauthor of TouchPoints and former CEO of Campbell Soup Company explains how executives build their company’s capabilities by connecting with people more effectively.

To Aaron Shapiro, CEO of the digital agency Huge, online marketing means creating immersive environments where people go to get their problems solved.

The influential business author and CEO explains why the practice of enlightened self-governance gives companies an edge.

During the Great Recession, this iconic Swedish furniture company developed a new way to expand: cutting costs while increasing customer loyalty.

Media pioneer Bob Carrigan, of IDG Communications and the Interactive Advertising Bureau, explains why new media is the most optimistic part of the economy.

An expert on innovative leadership warns that too many companies are reverting to fear-driven management. Instead, executives should hold to their values and build healthy corporate communities.

Economic strategist Clyde Prestowitz argues for better support for manufacturing.

Hollywood producer, executive, and entrepreneur Peter Guber makes the case that telling purposeful stories is an essential skill for leaders.

Historian Elin Whitney-Smith looks at previous periods of disruption to understand what companies (and people) are going through today.

Scenario planning and social change expert Adam Kahane suggests that to master large and difficult challenges, leaders need to learn to act and empathize simultaneously.

The former chairman of the board of France Télécom says telecommunications companies must outpace — or be inundated by — the coming explosion in data traffic.

Edgar Schein, MIT’s sage of organizational culture, explains why the quest for accountability should start with interdependence.

To celebrate a decade and a half of publication, we asked the s+b editors to look back and choose the articles that have had the greatest impact.

An interactive diagnostic test can show you how focused your company’s activities are — with sometimes surprising results.

The CEO of HCL Technologies describes how he focused his company on growth by engaging staff in unprecedented ways.

Scientist and scholar Raghunath Mashelkar explains a new model of innovation from India that benefits the world’s poor.

In interviews conducted before his untimely death, C.K. Prahalad — the sage of core competencies and the bottom of the pyramid — looked back on his career and talked about the way ideas evolve.

Mark Anderson, the high-tech industry’s most accurate prognosticator, foresees an economic landscape still under the stress of too much liquidity — and decision makers still in denial.