Strategy

Recurrent problems that reduce productivity spiked in the remote working world. Here are four ways to ensure creative juices keep flowing, whatever the working environment.

Clarins Group’s organizational experiment during the pandemic shows that large companies can adapt and become more flexible when it matters most.

Though resilient in a crisis, family businesses have not fully embraced the ESG agenda or digital transformation, according to a new survey.

Women have been hit harder by the pandemic across all areas of life. In sports, they will need to fight for equality to survive.

The prospect of change can make many employees shut down and look for reasons not to do something. Here’s how to shift that dynamic.

In boardroom discussions, the focus should be on how strategies today can help predict behaviors tomorrow.

An industry that has lagged in talent development faces a significant challenge to keep competitive. Here are three no-regrets moves that will help bridge the skills gap.

It’s time to test whether cultures that are better aligned to strategy execution are helping companies respond to COVID-19.

Conflicting demands and challenges must be managed. Here’s how.

In Making Great Strategy, Stanford b-school professors Jesper Sørensen and Glenn Carroll bridge the gap between abstract strategic visions and executable plans.

The challenge for businesses is finding a balance in the hybrid working world.

The drivers of enterprise value extend beyond financial productivity — and as disruption intensifies, businesses must adapt to avoid value destruction.

Small, persistent customer service failures may pose a bigger threat to customer retention than large, isolated incidents.

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.

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

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.