Adapting to a new world
Facing the challenges of the post-COVID-19 landscape.
Issue 100, Autumn 2020
Cover story
In this issue
The evolution of women’s leadership
Understanding how female leaders have developed over time can help us embrace the potential for their future advancement.- GMO
The clear Sky strategy
Jeremy Darroch, the CEO of global television company Sky, believes consistent renewal and reinvention is the key to relevance in the age of streaming. Regenerative products just might save the planet – and the economy
Business ventures that go beyond emissions reductions to actually remove existing carbon and other pollutants from the environment could be good for both the planet and profits.
Leading Ideas
- Strategy
Deals will reshape industries in the time of COVID-19
Crisis creates business opportunities. This time, M&A activity will lead the way, and buyers will be in the driver’s seat. - s+b BlogsEnergy
Companies will have to get creative to advance sustainability amid crisis
As COVID-19 plunges the world into recession, consumers will be more sensitive to price. - Strategy
The hidden value in getting compliance right
In times of crisis and recovery, a strategic approach to compliance can build trust and create value for customers, stakeholders, and society at large. - s+b BlogsStrategy
Why managing uncertainty is a key leadership skill
The ability to cope with ambiguity is at a particular premium.
Essays
- Workforce
Spark and sustain growth by focusing on company culture
Businesses that identify organizational strengths will be better positioned to weather the disruptions of COVID-19. - Leadership
Revealing leaders’ blind spots
There is very little overlap between the management areas leaders think they need to improve and the weaknesses identified by those they lead. Reconciling these differences will improve leaders and their organizations. - Strategy
A lesson in creating successful companies that care
The COVID-19 pandemic is highlighting how altruistic businesses adapt, remain flexible, and survive.
Books in Brief
Making experiments pay
In The Power of Experiments, Harvard Business School professors Michael Luca and Max Bazerman provide an overview of the applications, promise, and perils of corporate experimentation.Restoring faith in humanity?
In his new book, historian Rutger Bregman argues that people are actually fundamentally good.The business of America, in a nutshell
In his new book, American Business History, Walter A. Friedman offers a highly concise history of free enterprise in the United States.Too much work, too little time
In the new book Overload, professors Erin L. Kelly and Phyllis Moen report the results of a rigorous five-year field experiment in giving employees more control over their jobs.
The Thought Leader Interview
Tom Frieden’s plan for public — and economic — health
The former director of the CDC and current head of Resolve to Save Lives explains why economic recovery will only arrive when the coronavirus is under control.
Endpage
The s+b crossword
Get ready to put your knowledge of all things business to the test with a puzzle celebrating our 25th anniversary.
Trending articles
- 1.Tata Power’s pursuit of a renewable future for India
CEO and managing director Dr. Praveer Sinha on India’s shift to net zero and the future of the energy sector in the region.
- 2.Reimagining consumer insights at PepsiCo
Stephan Gans, PepsiCo’s Chief Consumer Insights and Analytics Officer, wants to bake real-time, data-rich insights into the food-and-beverage giant’s commercial decision-making processes.
- 3.10 principles of organization designThese fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy. See also “A guide to organization design.”
- 4.The art of leading in the AI age
Technology can improve many things, but not leadership.
- 5.Jargon monoxide, friction fixers, and the meeting that could have been an email
Organizational psychologist and best-selling author Robert Sutton discusses companies’ obstacles and catalysts for getting things done.
©2024 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Strategy+business is published by certain member firms of the PwC network. Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. Mentions of Strategy& refer to the global team of practical strategists that is integrated within the PwC network of firms. For more about Strategy&, see www.strategyand.pwc.com. No reproduction is permitted in whole or part without written permission of PwC. “Strategy+business” is a trademark of PwC.