All articles by Art Kleiner

John Riady, the CEO of Indonesia’s Lippo Karawaci, is a young business leader with an eye for the future of his company and his region.

Li & Fung CEO Spencer Fung has explicitly championed a digital transformation of one of the world’s most influential supply chain solutions platforms.

Business storyteller Annette Simmons explains how the right narrative can help leaders and listeners broaden their perspective and circle of concern.

Management writer Ram Charan explains the benefits of managing by cash earnings per share.

Former Tata Group director R. Gopalakrishnan, who's written a new book, says the best leaders focus on building both a better business and a better world.

Steelcase CEO Jim Keane explains how giving people work-space choices can make workplace behavior more human.

Excellence provocateur Tom Peters sharpens the career advice he’s been giving for the past 20 years.

An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.

Symantec chief information officer Sheila Jordan has spent four years leading IT during one of Silicon Valley’s most noteworthy corporate change efforts.

For Greg Lehmkuhl, president and CEO of Lineage Logistics, temperature-controlled supply chains for perishables are one of the world’s next great platforms.

Natarajan Chandrasekaran, chair of Tata Sons, sets a strategic course for the 21st century.

The entrepreneurial credo at the heart of Stewart Brand’s underground publication has shaped our world.

Adidas CEO Kasper Rørsted explains how to align business strategy and execution during a shift in global consumer demand.

Robert Wachter, M.D., author of The Digital Doctor, is increasingly optimistic that technology can improve healthcare. Better strategic management of people, systems, and data is making a difference.

What can be done when business and society marginalize those with cognitive decline?

Brazilian media and private equity leader Eduardo Sirotsky Melzer has a message for high-tech, middle-market companies in emerging economies: This could be their moment.

Jim Clifton, chief executive of Gallup Inc., has a robust theory about entrepreneurialism and economic recovery.

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.

The entire history of management ideas can be seen as a series of answers to a few pragmatic queries.

The world’s most eminent executive coach demonstrates the high level of discipline needed for sustainable leadership development.

For Aetna’s CEO, the lauded move to raise employee wages is just part of a broader strategy to adapt to changes in healthcare.

A pioneer in mindfulness research says that companies can promote innovation and their own rejuvenation by setting the right context. And watch the video “Mindfulness for Senior Executives.”

Arguments over the value of autism could affect our view of the purpose of business.

Haier’s leader describes how he built a winning global company by continually reframing his management philosophy.

The founding editor of strategy+business argues that the United States is about to launch an epic new wave of growth.

A consummate humanist and pioneer of management thought leadership has passed away.

The head of MIT’s Center for Collective Intelligence explains how the social intelligence factor is critical for business success.

Our firm, now called Strategy&, joins the PwC network.

It’s not just a trend; companies can be more effective by fostering contemplative awareness in every aspect of their processes and practices.

To be effective, a government needs the same thing as a business: good management.

To U.C. Berkeley's long-standing strategy thinker, companies gain an edge only when they evolve in ways no one else can match.

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.

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.

Public relations guru Robert Dilenschneider on getting ahead when everyone else is concerned about falling behind.

The seer of “semiglobalization” argues for appreciating regional distinctions.

Change may be certain, but for a business decision maker, some changes have more impact than others. Here are eight trends that will make the greatest difference in 2008.

How to build an organization in which executives will flourish.

Corporate courage has faltered in the wake of September 11, 2001, and the dot-com crash. Management expert Margaret Wheatley says that leaders must face reality — and maybe abandon e-mail.

The dean of Princeton’s Woodrow Wilson School shows how networks are fundamentally changing the nature of government.

Robert Hormats, an international finance expert and the author of The Price of Liberty: Paying for America's Wars, describes the problems with current U.S. fiscal policy, and how to adjust the country's spending for present and future global battles.

The author of Ahead of the Curve explains the mysteries of the business cycle.

A champion of decentralized management shows how better education means competitive advantage, but only if school principals are treated like business unit managers.

According to this influential long-wave theorist, the world is due for a technological and economic boom that truly lifts all boats. When? That’s up to us.

To celebrate s+b’s 10th anniversary, we looked back at the conceptual breakthroughs that appeared in this magazine — and invited our readers to vote on which were most likely to last.

America’s most eminent pollster says the current epidemic of business scandals must be healed through a shift in norms, not laws.

When companies come together to save the world, what’s more compelling — environmental results or competitive advantage?

The Toyota Production System has revolutionized industry. James Womack and Daniel Jones believe it can transform the world.

The quality wars were allegedly won in the 1980s. Why, then, are we again overwhelmed by junk?

The best new product ideas are hatched by collaboration, not soloists.

Peruvian economist Hernando de Soto has found a way to enrich the poor.

NYU Professor Baruch Lev finds vast value in intangible assets.

There’s more to wealth creation than financial value. Think what rainmaking, reputation, and relationships can do for you and your company.

As the pace of change in business accelerates, the legacy of Pierre Wack, the father of scenario planning, is more relevant than ever.

Companies can analyze, engineer, and elevate their own human networks, says the pioneering social scientist.

Populist gadfly Jeff Gates wants today’s CEOs to build a new middle class with stock ownership plans. Or else.

You don’t have to be a CEO to create an environment that supports action. You just need a flair for imaginative networking.

To the world’s most renowned business historian, what you know is more important than what you do.

In every company, an insider set of managers influences decision making. In some cases, that’s healthy, in others (witness Enron), it’s a nightmare.

A 10-year debate between two feuding gurus sheds some light on a vexing business question.

The management scholar put 1,435 good companies through a rigorous performance analysis and discovered only 11 became great. Here’s why.

For executives who want to do good and do well, some long-awaited guidebooks.

A small Ozarks manufacturer has a message for big companies: Open-book management can increase productivity and release entrepreneurial spirit.

The sum of operational, executive, and engineering cultures is greater than the corporate whole.

World Wide Fund for Nature, The Netherlands Director, Action Network

Anglo-Dutch gurus Fons Trompenaars and Charles Hampden-Turner have become the go-to guys on multinational mergers. Their recipe: making opposites attract.

Tom Peters galvanized a free-agent nation with his manifesto, “The Brand Called You.” But there is something missing from his vision: us.

The controversial Canadian theorist claims he can create the perfect organization. Has he found the key to management — or merely a justification for bureaucracy?

By imposing togetherness and teamwork across divisional boundaries, companies risk losing the people whose tacit knowledge actually drives growth.

Heralded as the corporation's savior, BPR was later condemned as a heartless, failed management fad. But perhaps evangelists like Michael Hammer needed to go even farther.

For business/school partnerships to work, companies have to listen, as well as teach.

The foundation of the company is no longer the company: It's the team.

The constitutional scholar and national security expert defines a new era of market statehood.

Diverse workplaces require emotional maturity, and that means confronting “rankism.”

The industrial giant’s legendary learning center, Crotonville, has a new assignment: Teach every manager to be a strategist.

What transforms a craze into sustained growth? Trust.