It’s not easy to spot those who spend all their energy looking up, so organizations need systems to root them out.

When COVID-19 wanes, returning to normal won’t be good enough. Leaders need practices to help them create a future that’s amazing.

Homicide, David Simon’s classic study of Baltimore’s detective squads, contains powerful management lessons.

CEO Steve Hare on the ways in which one of the U.K.’s biggest software companies uses flexibility and empathy to help both employees and customers through hard times.

CEO Albert Bourla discusses how a company founded in the 19th century is taking on the biggest health challenges of the 21st century.

How leaders can create the psychological safety for people to constantly rethink what’s possible.

The vaccines needed to end the pandemic are here, but it will be months before many employees come back to the workplace. Here’s how to help them now.

You’ve planned a great gathering for your team. Now it’s time to start it off right.

As executives reevaluate their work–life priorities, a shake-up of the top corporate talent is likely.

A modern strategy that works will require leaders to learn new skills and apply new tools. Here’s a primer for a refreshed approach.

When you’re asked to help young, underrepresented talent succeed, here’s what you’ll need to know to do the job right.

Caveat emptor is as relevant to leadership as it is to consumer products.

Uday Kotak, founder and CEO of Kotak Mahindra Bank, explains why consolidation, customer-centricity, and risk management will define the future of financial services.

Practices and attitudes must be updated to ensure men can do more caregiving at home.

After being bombarded with disruption in 2020, executives can better prepare for the next crisis by considering new perspectives.

Jeffri Salim Davidson, group CEO of Sime Darby Berhad, explains how a diverse portfolio has cushioned the impact of COVID-19 in Asia.

Three commitments to help companies promote diversity, equity, and inclusion — and resist the status quo.

The role of corporations in society shifted permanently in 2020.

Wayne Peacock, CEO of the insurer for military members and their families, is building on a century of tradition while deploying new technology to reinvent the business.

Annie Duke, a world-class poker player turned strategy consultant, wants to help company leaders make better decisions.

Strategic transformation failures are often blamed on middle managers, but the real culprit is executives not delivering on three key issues.

How Deryl McKissack, president and CEO of design and construction management firm McKissack & McKissack, is reimagining public and private spaces for the post–COVID-19 world.

It’s time to stop relying on old ways of gauging how people feel.

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.

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

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.

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.