CEO Succession 2008: Stability in the Storm
Booz & Company’s annual survey of chief executive arrivals and departures shows that the financial crisis has held down the rate of CEO turnover — for now.
Issue 55, Summer 2009
Cover story
In this issue
The Trouble with Brands, Dov Frohman Leads the Hard Way, How To Shut Down A Project Gracefully, and More
The Best Years of the Auto Industry Are Still to Come
Even as they struggle through the economic meltdown, vehicle makers can look ahead to a high-growth, flexible, global future.The Trouble with Brands
Most consumer brands are not creating value. The exceptions share a set of “energized” attributes that companies can identify and exploit.Making the Most of M&A
Mergers and acquisitions are becoming more critical — and more perilous — than ever. You can build your capabilities, even in the midst of turmoil.Dov Frohman Leads the Hard Way
The management author and former CEO of Intel Israel on the need to do the unexpected and attempt the impossible.
Comment
$950 Billion in Extra Capital
Strategies to improve working capital deficiencies and unearth excess cash from corporate balance sheets.
Toyota’s IT Transformation
The information systems group at Toyota Motor Sales USA Inc. has moved from an "order-taker" role to "next-generation demand management” in an effort to meet overall corporate needs.How to Shut Down a Project Gracefully
Companies that rely on innovation for growth must learn to live with failure. But lack of commercial success does not have to be a terrible result.The Promise of Private-label Media
A direct-to-consumer media strategy can help companies build brands and reach consumers in new ways.
Reframing Your Business Equation
Companies and industries are often driven by implicit formulas. Questioning their validity can lead to breakthroughs.
The Challenges of Balance
In their quest to build sustainable economies, the Gulf states of the Middle East are learning to manage opposing forces.
Promoting Entrepreneurship in the West Bank
How a conference of multiple stakeholders is bringing financial investment to a region marked by conflict.
Conversation
Esther Dyson: The Thought Leader Interview
A long-standing champion of high-tech innovation foresees a fundamental shift toward more transparent institutions and a more relationship-driven economy.
Epics of Enterprise
A connoisseur of corporate histories conducts a guided tour of the favorites in his collection.
Meltdowns Past and Present
A review of The Holy Grail of Macroeconomics, by Richard C. Koo.
The Downside of Choice
Customers are often dissatisfied with their purchases when faced with too many products.
Trending articles
- 1.See the world as a startup does
Professor Rory McDonald, an expert in disruptive strategy, urges corporate leaders to learn from startups—and preschoolers—as they seek to reinvent their organizations.
- 2.Develop a personal early warning system to avoid making bad leadership choices
By understanding the mistakes you’re most likely to make — and when you’re most likely to make them — you can maximize your effectiveness and opportunities. See also “Diagnose your risk of unforced errors.”
- 3.Five ways to harness the power of purpose
Lose the lofty statement, and instead explain what you provide to your customers and why it matters.
- 4.Six reasons successful leaders love questions
Asking questions and listening to the questions of others helps leaders make better decisions.
- 5.10 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.”
©2025 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.