Art Kleiner

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.

Political risk expert Ian Bremmer argues that the prevailing Western corporate model faces stiff competition from government-controlled economies.

INSEAD’s expert on leadership development clarifies how self-awareness can break the destructive pattern of corporate narcissism.

To change an organization from within, it helps to understand four basic circulatory systems, analogous to the channels of communication in a living body.

Booz & Company’s Edward Tse believes that, despite the challenges in today’s headlines, companies should take a long-term view when shaping their China strategy.

Managing author Henry Mintzberg believes that to improve business schools, we must first understand the essence of what managers do.

For The Innovator’s Prescription coauthor Jason Hwang, the real solution to health-care costs lies in the business models that incumbent companies have not yet embraced — but can no longer ignore.

MIT’s theorist of productivity draws a link between innovation in management practice and ongoing prosperity.

To economist W. Brian Arthur, the value of innovation depends on harnessing the natural progression of shared knowledge.

A leading proponent of natural capital valuation says we can build long-term prosperity by assigning prices to the ecosystems next door.

The CEO of Silicon Valley–based design firm IDEO contends that elegant, customer-centric design stems from a simple set of thinking practices.

Noble Group CEO Richard Elman discusses risk, opportunity, and his growth strategy for the commodities business.

A long-standing champion of high-tech innovation foresees a fundamental shift toward more transparent institutions and a more relationship-driven economy.

In recovering from a crisis, ethical business practice and high performance aren’t opposed.

The most valuable management principles and practices often started as countercultural — and many continue to be. In this Webinar, Art Kleiner will discuss the nature of corporations and the role of the heretics — the people who raise difficult questions on behalf of the organizations they work for. These days, with conventional wisdom failing, heretics are needed more than ever.

How to rebuild your capabilities for long-term growth in a time of turmoil.

The CEO of Europe’s second-largest utility says that energy companies must adapt in a fast-changing global marketplace.