More Leadership

  • November 27, 2012

    The Lesson of Lost Value

    by Christopher Dann, Matthew Le Merle, and Christopher Pencavel
    A new study finds that underestimating strategic risk is the number one cause of shareholder value destruction. But it doesn’t have to be.
  • November 27, 2012

    The Offline Executive

    by Henry Mintzberg and Peter Todd
    A manager’s effectiveness depends not only on using e-mail and other electronic communication, but also on learning to shut it down.
  • August 28, 2012

    School Reform for Realists

    by Andrea Gabor
    Partnerships between business and education have a place in solving the talent gap, but not in the way most executives expect.
  • August 28, 2012

    The Business Case for the European Union

    by Robert Gogel, Per-Ola Karlsson, and Ludo Van der Heyden
    To corporate leaders, this year’s economic crisis is a sign that a more unified Europe is a solution, not a problem.
  • August 28, 2012

    Why Walmart Is Like a Forest

    by David K. Hurst
    Thinking about your company as an ecosystem yields lessons for innovation, growth, and renewal.
  • August 28, 2012

    Planning for Facebook’s Future

    by Peter Thies and Jane Stevenson
    As CEO of a public company, Mark Zuckerberg needs to engage his board in developing the next generation of leaders.
  • August 28, 2012

    Managing in a Multipolar World

    by Paolo Pigorini, Ashok Divakaran, and Ariel Fleichman
    Why global companies need to rethink their operating models.
  • August 20, 2012

    Staying on the Road to Growth

    by Joe Saddi, Karim Sabbagh, and Richard Shediac
    Even amid ongoing tensions, Middle East leaders must maintain their commitment to economic reform.
  • May 29, 2012

    Is Your Company Fit for Growth?

    by Deniz Caglar, Jaya Pandrangi, and John Plansky
    A more strategic approach to costs can help you prepare for the next round of expansion.
  • May 29, 2012

    Connections with Integrity

    by Reid Hoffman
    The venture capitalist who cofounded LinkedIn reveals the surefire system that he has used since high school for evaluating potential business relationships.
  • May 29, 2012

    The Steve Jobs Way

    by Jon Katzenbach
    Leaders can learn a lot from the late Apple CEO, but not all of it should be emulated.
  • May 29, 2012

    The Right Role for Top Teams

    by Rob Cross and Jon Katzenbach
    Analysis of informal networks offers a potent leadership model for the C-suite: Make top teams the hub of the enterprise, and watch performance improve.
  • May 29, 2012

    Three Games of Strategic Thinking

    by Tim Laseter and Saras Sarasvathy
    Decision makers struggling with uncertainty can choose from a trio of probabilistic models to match the type of risks they face.
  • May 29, 2012

    China’s Mid-Market Innovators

    by Edward Tse, John Jullens, and Bill Russo
    A new category of competitor — low-price, medium-quality Chinese B2B upstarts — is shaking up the global competitive landscape.
  • May 24, 2012

    CEO Succession 2011: The New CEO’s First Year

    by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
    Big companies are once again appointing new chief executives in greater numbers, Booz & Company’s annual study finds. Here’s a close look at the incoming class, and some advice from veterans on how they can best navigate their crucial first year.
  • May 24, 2012

    Navigating the First Year: Advice from 18 Chief Executives

    by Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson
    CEOs who took part in Booz & Company’s 2011 study of CEO turnover share their thoughts about the difficulties they faced, the successes they achieved, and what, in retrospect, they might have done differently in their first year on the job.
  • April 27, 2012

    The Two Levels of Strategy

    by Ken Favaro
    Business strategy is best distinguished from corporate strategy by the different perspectives that business leaders and strategic planners must bring to bear.
  • April 9, 2012

    Diagnosing Your Top Team’s Span of Control

    by Gary L. Neilson
    What is the right number of direct reports for any incoming C-level executive? A new diagnostic tool can provide the answer, based on each leader’s situation and strategy.
  • April 2, 2012

    Netflix Wasn’t All Wrong

    by Ken Favaro
    Six months after video rental company CEO Reed Hastings was forced into a strategic retreat from Qwikster, strategists can still learn a lot from his decision.
  • February 28, 2012

    Big Pharma’s Uncertain Future

    by Alex Kandybin and Vessela Genova
    The business model that drove the major drugmakers’ success isn’t working anymore. The survivors will be those that make smart strategic bets supported by winning capabilities.
  • February 22, 2012

    The Capabilities Premium in M&A

    by Gerald Adolph, Cesare Mainardi, and J. Neely
    A new study of inorganic growth shows that deals made to enhance or leverage the things that companies do well consistently outperform others.
  • February 17, 2012

    Winning Moves for 12 Industries

    by Thomas A. Stewart
    Every industry faces its own challenges in 2012’s turbulent, uncertain economic environment. These capabilities systems could pave the way for business growth and development in a dozen key sectors.