Issue 103, Summer 2021

Have our institutions become too complex to secure?

Vulnerability is a necessity if we want to lead effectively.

How digital currency could change the global financial landscape.

Tax reform may well be top of government agendas to help cope with COVID-19 spending, but every move could require trade-offs.

Many factors are disrupting the equilibrium multinationals have enjoyed for decades. In response, organizations must adapt both their strategies and their tactics.

Business leaders need to act now to meet the demands of science, government, investors and society at large.

Conflicting demands and challenges must be managed. Here’s how to do it.

Though resilient in a crisis, family businesses have not fully embraced the ESG agenda or digital transformation, according to a new survey.

Clarins Group’s organizational experiment during the pandemic shows how a large company adapts and becomes more flexible when it matters most.

In his new book, Futureproof, Kevin Roose provides useful advice for humans on life amid rampant automation.

In his new book, the Microsoft cofounder argues that doubling down on innovation can move the world closer to net-zero emissions.

In Making Great Strategy, Stanford b-school professors Jesper Sørensen and Glenn Carroll bridge the gap between abstract strategic visions and executable plans.

CEO Andy Mooney riffs on the boom in guitar sales during COVID-19 and rethinking business models for the post-pandemic world.

Small, persistent customer service failures may pose a bigger threat to customer retention than large, isolated incidents.