More Leadership

  • November 23, 2011

    The Top 10 M&A Fallacies and Self-Deceptions

    by Barry Jaruzelski, Marian Mueller, and Peter Conway
    With merger and acquisition activity heating up, here’s a due diligence checklist for regaining clarity.
  • November 22, 2011

    Resetting the Cost Structure at Shell

    by Gerard Paulides
    A senior finance executive explains how a zero-based cost management effort is leading to significant performance improvements.
  • August 23, 2011

    How to Be a Truly Global Company

    by C.K. Prahalad and Hrishi Bhattacharyya
    Many multinational business models are no longer relevant. Skillful companies can integrate three strategies — customization, competencies, and arbitrage — into a better form of organization.
  • August 23, 2011

    10 Clues to Opportunity

    by Donald Sull
    Market anomalies and incongruities may point the way to your next breakthrough strategy.
  • August 15, 2011

    How to Prevent Self-Inflicted Disasters

    by Eric Kronenberg
    All too often, companies unintentionally create their own worst crises. With a little awareness of your organizational DNA, you can avoid that fate — and the headlines that go with it.
  • June 6, 2011

    Consumer Packaged Goods: Escaping the Consolidation Mentality

    by Steffen Lauster, Elisabeth Hartley, and Samrat Sharma
    Holding fast to the two myths that have long dominated strategy in consumer-oriented industries — that bigger companies win, and that one or two players control every product category — can get a firm into trouble. A capabilities-driven strategy can provide a better path to profit.
  • June 6, 2011

    M&A in the New CPG Strategy

    by J. Neely, Paul Leinwand, and Amit Misra
    For consumer products companies seeking acquisition targets, the game-changing deals are those that bring more coherence.
  • May 24, 2011

    The Art of the Business Narrative

    by Art Kleiner
    Hollywood producer, executive, and entrepreneur Peter Guber makes the case that telling purposeful stories is an essential skill for leaders.
  • May 24, 2011

    Strategic Bets

    by Ram Charan and Michael Sisk
    Sooner or later, most global business leaders will have to put their entire enterprise at risk. Here’s how to do it successfully.
  • May 24, 2011

    Crafting Best-in-Class Business Intelligence

    by Jamie Campbell, Kenny Kurtzman, and Adam Michaels
    Start by choosing the metrics that matter most for your company, and then ensure the support of your employees and partners.
  • May 24, 2011

    CEO Succession 2010: The Four Types of CEOs

    by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
    Booz & Company’s annual study of turnover among chief executives — now increasingly diverse, as the world’s largest companies migrate to emerging economies — suggests that the nature of the job varies with the role of the corporate core.
  • March 21, 2011

    Total Shareholder Returns

    by Ken Favaro and Greg Rotz
    This measure of business performance is the best indicator of corporate success.
  • March 7, 2011

    Saving a Crisis-Ridden Company

    by Priscilla Nelson and Ed Cohen
    After massive fraud was discovered there, Satyam Computer Services survived by helping its employees focus on their emotional trauma.
  • February 22, 2011

    Management Basics

    by David K. Hurst
    A review of The Wall Street Journal Essential Guide to Management, by Alan Murray.
  • February 22, 2011

    Using Influence to Get Things Done

    by Perry Buffett
    Convincing senior management colleagues to follow your lead requires a blend of skills that add up to influential competence.
  • January 24, 2011

    Hotbeds of Innovation

    by William J. Holstein
    U.S. multinationals are looking to small companies and startups for the next big ideas.
  • January 19, 2011

    Stop Blaming Your Culture

    by Jon Katzenbach and Ashley Harshak
    Start using it instead — to reinforce and build the new behaviors that will give you the high-performance company you want.
  • January 14, 2011

    Five Industries Hit the Reset Button

    by Karen Henrie
    As a prerequisite for growth in the post-crisis environment, leading companies in the consumer products, telecommunications, industrial goods, automotive, and financial-services industries are shifting their business models and operating practices.