Dillip Rajakarier, group CEO of Minor International, on why strong cash management, weekly planning, and a focus on local markets have been key to managing through crisis.

For your organization to reach its new normal, you’ll need to take a human-centric, bottom-up approach.

The prospect of a return to a more normal world in 2021 should spur leaders to learn the lessons of 2020.

A half-century ago, it was a fresh idea. But the phrase has lost its relevance and impact.

Marketing was already at a defining moment, but COVID-19 has hastened the need for transformation.

A director’s beliefs can prompt his or her departure when the company finds itself targeted by the public.

From the outside in

Bias can marginalize employees and lessen their contributions. Managers should take corrective action to get the best out of their teams.

Rather than trying to convince people your change initiative is the right one, invite them to talk openly about what it might take to implement it: the good, the bad, and the frustrating.

In the right circumstances, fear can be a powerful motivating force.

The trials of 2020 have thrust human resources into the spotlight. The HR leaders who have shined know how to help their companies thrive.

Facilitating voting supports customers and employees, both of whom increasingly expect businesses to make the world a better place.

A new PwC survey reveals U.S. executives’ concerns about tax policy and pandemic response, and indicates plans for growth through trade and M&A.

With offices and schools closed in many areas, companies can help their employees with children by providing a few key benefits.

Successful leaders need to cultivate a “frictionless mind.”

Companies must focus on the social factors that can influence employee performance.

How companies come together to create value when disruption leads to new industry sectors.

Clearing out long-serving executives might seem a natural first step for a new CEO, but it can backfire in challenging times.

A digitally savvy, engaged workforce helps businesses thrive amid uncertainty. Here are four reasons to act now.

The way in which ancient societies organized themselves offers clues to how to manage today’s changing workforce.

In a recent PwC survey, CEOs reported plans for their companies to become more digital and flexible — and more employee focused.

Striking a balance between fear and optimism and focusing on efficacy can help leaders speak more clearly about all risks.

By aligning the pursuit of business objectives with the meeting of human needs, companies can tap into powerful emotional forces in their current cultural situations.

Philip Roth’s American Pastoral measures the gulf between a careful business leader and his radical daughter.

Bureaucracies are the scaffolding needed to implement new ideas at scale. Just remember to dismantle them when the work is done.

The pandemic has made planning a bigger challenge, and created a difficult balancing act for leaders.

Embrace four principles to turn today’s diversity, equity, and inclusion initiatives into sustained progress.

Why sharing results is part of our commitment to diversity.

Obi Ozor, the founder of Kobo360, a data-driven logistics startup based in Nigeria, explains how COVID-19 is accelerating digitization, which in turn is improving food security in Africa.

Maintaining productivity levels among remote employees is an enduring challenge. Here are five ways to help people and businesses thrive in the post-pandemic world of work.

“Unrealistic” timelines can actually work. Here’s how.

Analysis of nearly 2,000 CEOs’ description of their company’s purpose reveals that most omit a critical detail: why their company is in business.

Disciplined, rigorous testing of ideas and strategies is fundamental to innovation, but businesses are often held back by misconceptions.

Asking the right questions today will allow leaders to be better prepared for — and even gain insights from — uncertainty.

With so many employees working remotely, leaders must take extra care to ensure their communications leave no room for misinterpretation.

The innate desire to do a job well has greater motivational force than any corporate purpose.

The pandemic has highlighted a series of paradoxes inherent to the work of leaders. What comes next will depend on how well they face up to them.

Understanding how female leaders have developed over time can help us embrace the potential for their future advancement.

As businesses cope with COVID-19 disruptions, they need to rethink and reconfigure their workforce and work spaces beyond redesigning physical spaces.

The use of surveillance software to track remote employees’ activities reflects outdated thinking about productivity.

More marriages are expected to end following COVID-19 lockdowns, and boards should be aware of what that means for CEOs.

Most CEOs think improving products or creating a burning platform will ensure success in the face of disruption. But these actions are not enough.

Current conditions favor clear-eyed leaders who are open to change.

Hult International Business School professor Amit Mukherjee argues that new leadership practices are needed for a digital era.

George Bernard Shaw’s 1905 play Major Barbara, the best stage drama written about business, has lessons that resonate with today’s audiences.

COVID-19 is accelerating companies’ shift to virtual working, but employers still need people-centric ways to assess employees’ strengths and weaknesses.

As COVID-19 continues to isolate people, companies can build employee engagement and community spirit through a shared reading experience.

Getting better at prioritizing, innovating, and leading with humanity.

The ability to cope with ambiguity is at a particular premium.

The COVID-19 pandemic is highlighting how altruistic businesses adapt, remain flexible, and survive.

How teams and leagues are finding ways to respond to the challenges 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.

On World Environment Day, we look at six ways businesses can help avert rapid nature loss and tackle climate change.

Leaders of companies must act, using their privilege, platforms, and resources to help solve the most entrenched problems plaguing society.

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.

A serial failure up until the Civil War, Grant had a talent for leadership that secured the Union. His strategy and style still offer valuable lessons for today’s executives.

Tapping into the collective wisdom of key employees can help a company build the capacity to weather the worst crises.

The coronavirus pandemic could have a profound effect on gender equality at work and at home — if businesses learn the right lesson.

Powerful modes of reflection are crucial for leaders and their teams, especially when dealing with a crisis.

Chantelle Abdul grew Mojec International Holdings from a small family-owned business in Nigeria into an energy business that has helped modernize the country’s electricity market. Now, she’s thinking even bigger.

Self-sufficiency is a prized trait among executives, especially during times of crisis such as the COVID-19 pandemic. But it has drawbacks, too.

Three ways for leaders to stop missing essential information from across their organization.

Many employees are unaware of their firm’s policy on personal social media use, which creates perceptions of unfairness when they cross the line.

Help your employees respond to COVID-19 and future crises by focusing on the established groups at the core of your business.

The 1952 novel Executive Suite tells us what it takes to fill the shoes of an icon.

Felipe Bayón, CEO of Ecopetrol, Colombia’s biggest company, explains how the company is transforming to stay on top.

A lack of professional sporting competitions is affecting fans, reshaping both their behavior and their relationship with teams.

Understanding how ecosystems grow, thrive, and regenerate can help leaders steer their organization in the future.

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.

Companies can work to overcome the obstacles that stand in the way of employee learning.

Will your company’s response to the COVID-19 pandemic create institutional pride or destroy it?

Businesses that identify organizational strengths will be better positioned to weather the disruptions of COVID-19.

Occasionally, a business overtakes its competitors and moves from industry player to industry leader. Southeast Asia points the way for how to achieve this.

Boards must drive the effort to answer a fundamental question: Why does our organization exist?

The former chief of defense of the armed forces of the Netherlands explains the challenges of leading in a crisis and why those who do must have the confidence to act.

How to help keep your employees focused, rather than spinning.

Keeping your organization running during a crisis, like coronavirus, that persists over months requires planning, clear communication, and empathy.

As a reform effort in Ethiopia shows, shifts in who wields control and how things work can create power struggles and apprehension, but the effects can be limited if leaders model trust.

PwC’s new digital assessment tool, the COVID-19 Navigator, can help leaders understand the potential impact of the novel coronavirus on their business.

Corporate charity campaigns and donations are popular marketing tools. But do they pay off?

A new, biweekly PwC survey tracks the priorities emerging among companies’ financial leaders.

A short list of questions can help leaders avoid the potentially harmful consequences of flawed management studies.

In the face of a global crisis, well-prepared businesses can help protect their workers and their bottom lines.

Understanding the world around you can be difficult if you’re constrained by traditional thinking. New approaches to knowledge can help.

Businesses thrive when employees separate their work from their identity.

The cost of poor management is difficult to measure but still worth estimating, because it may be higher than you think.

A new breed of soccer managers is owning up to vulnerability, and it’s helping them to connect with their teams (and get results).

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.

Amid significant changes to how people work and live, the ability to persevere is critical.

Grandparents who work and provide care are helping end stigmas surrounding flexibility and gender.

Teams can make real breakthroughs on complex challenges by opening themselves up to an invisible source of guidance.

In an era of endless disruption, the word feels increasingly dated.

Silvio Kutić, CEO of Infobip, discusses the evolution of messaging technology and the ways in which artificial intelligence will change how we interact with the Internet.

PwC’s latest survey of family-owned enterprises finds millennials ready to step up, and highlights four paths they can follow to success.

You can transform your company by strengthening the links among all three types of activity.

How Bhaskar Bhat turned an Indian watchmaking startup into a lifestyle giant.

Sarah Kaplan looks at how leaders can turn stakeholder scrutiny and difficult decisions to their advantage in her new book, The 360˚ Corporation.

Roberto Martínez, CEO of PepsiCo Foods Mexico, is capitalizing on digital tools to better understand the needs of new consumers. And he’s not forgetting about the power of empathy.

How Segun Agbaje, CEO of Nigeria’s Guaranty Trust Bank, is building a financial institution for the digital age.

Businesspeople are changing jobs with the rapidity of soccer managers — a famously nomadic profession. But are they asking the right questions before they decide to move on?

Leaders can gain clarity by using January to simplify operations and focus on desired outcomes for the coming year.

How to think like a CEO, handing off the baton after a long tenure, and more of the most read stories this year.

Leaders must understand four trends, and how they interact, to navigate uncertainty.

A "stop-doing" culture frees employees from embedded routines and perspectives, which makes room for innovative thinking.

We look at how executives and those on their way to leadership roles can navigate today’s complicated business landscape.

The former Stanford president and current Alphabet chair distills leadership lessons from a long career in the heart of Silicon Valley.

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

Express your own commitment as a leader in a more effective way. For further insights, read “10 principles for leadership.”

Build muscle memory to support conviction, commitment, and resilience for yourself and your organization. See also “A guide to establishing your leadership presence.”

Asking what you know about other people can challenge your assumptions.

In service industries, where employees frequently quit, upskilling frontline managers and redesigning the hiring and onboarding processes can help ease the pain.