Pay, incentives, and benefits haven’t significantly changed for decades, but people’s preferences have. Employee compensation needs a rethink if companies are to attract and retain talent.

In turning a product into a platform, AMC Networks also turned a show into a cultural phenomenon that invited fans to interact and co-create.

In a new book about the storied two-century history of Brown Brothers, author Zachary Karabell argues that conservatism and pragmatism are viable strategies for surviving disruptions.

Sajen Aswani, CEO of the Singapore-based conglomerate, on investing in food, infrastructure, and fintech.

It’s a coming-of-age story that will change the way businesses operate.

CEO Natascha Viljoen on the company’s push to enhance safety and sustainability and to support local communities.

Books on the science of change, noisy companies, networking know-how, and more.

Although hacks are often linked to downturns in revenues and R&D spending, firms can still roll out major improvements to separate themselves from the competition.

Applying the principles of B2C rewards programs to B2B customers can reap long-term benefits.

This chestnut of the business world overlooks the importance of, and the challenge of creating, a clear strategy.

In his new book, London Business School’s Constantinos C. Markides explains how leaders can ensure that employees know how to deliver on a company’s strategy.

After a year of explosive growth fueled by the COVID-19 pandemic, streaming video companies have to embrace new strategies to create value for viewers, creators, and investors.

President and CEO Peter Vanacker explains why a focus on agility and strategy implementation is key to capturing opportunity in the changing energy industry.

What are the most consequential, lasting impacts on business and leadership after a year of crises?

Using a six-point “hexagon action” model to deal with a complex world helps leaders focus and prioritize their work.

As the power of traditional drivers of growth fades, companies need to develop more resilient and rebalanced supply chains to keep the region moving forward.

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 how a large company adapts and becomes 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.

In his new book, the Microsoft cofounder argues that doubling down on innovation can move the world closer to net-zero emissions.

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

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.

Running a company in a pandemic-impacted world, the trouble with “managers,” and more of the most read stories this year.

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.

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

The most effective customer strategies are grounded in active engagement, setting clear expectations and empowering users with options that suit their needs.

New research offers a taxonomy that can help marketers choose the right partners and deploy them effectively.

Google’s decision to phase out third-party cookies will usher in a new digital economy.

What we can learn from athletes performing in empty stadiums.

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.

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

Revising strategies will help businesses to emerge stronger from COVID-19.

Strategy with a purpose

Writers at strategy+business pick the year’s best books in seven categories.

Jeroen Drost, CEO of SHV Holdings, one of the Netherlands’ largest family-owned businesses, explains how values and a mixed portfolio tip the balance toward optimism.

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

Entertainment and media companies are building business models that are resilient to the enduring changes in consumer behavior ushered in by COVID-19.

Bringing together business, technology, and experience can help you outlast and outperform the competition.

It can make you a more creative leader and problem solver — no sense of humor necessary.

The combination of data analytics and artificial intelligence can give organizations a competitive advantage and mitigate risk along the value chain.

Companies on both ends of these alliances can fire up revenues more quickly and with less risk than if they try to go it alone.

Successful leaders need to cultivate a “frictionless mind.”

As shoppers show how quickly they can adapt to external shocks, retailers will need to radically reconfigure their business models.

The magazine’s longtime art director chooses 15 memorable covers from our first 25 years.

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.

COVID-19 is forcing companies to leverage digital experiences rather than rely on traditional face-to-face models of engagement, but the change requires ramping up investments and reimagining operating models.

Many companies achieve early wins with separate transformational efforts, then stall. But if combined and enhanced using “return on experience,” or ROX, measures, these two programs can unlock each other’s potential.

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.

How to build a world-class data and insights capability in the post–COVID-19 world.

Focus on six organizational elements to build a world-class data and insights capability in the post–COVID-19 world.

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

Remote working may be here to stay, but don’t write off the office just yet.

Brand manufacturers and retailers will have to work together in response to long-lasting shifts in consumer behavior produced by COVID-19.

Get ready to put your knowledge of all things business to the test with a puzzle celebrating our 25th anniversary.

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.

As customer relationships become transaction-based and as more players compete for revenue, legacy institutions will have to double down on experience and trust.

COVID-19 has prompted so many changes in people’s needs and preferences that consumer packaged goods companies need to take a fresh look at their offerings.

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

In a remodeled world, it is vital for companies to reinvent ways of working.