A well-orchestrated network of businesses that look out for one another creates greater value in difficult times.

It turns out that #dopaminedressing isn’t really a thing—but what we wear does matter.

When big changes are required, taking a step-by-step approach is often the best strategy.

Episode 12 of the Take on Tomorrow podcast features Alison Rose, CEO of NatWest Group, and Andrew McDowell, Strategy& partner with PwC Luxembourg, discussing ways to fund the low-carbon transition.

Episode 11 of the Take on Tomorrow podcast features Parag Khanna, author and entrepreneur, and Dion Shango, PwC’s territory senior partner for Africa Central and Southern Africa, discussing the implications of an increasingly mobile world.

In PwC’s second Chief Data Officer Study, we found more chief data officers appointed by the world’s leading companies—and evidence they’re having a positive impact on financial performance.

Understanding the impact of new policies and programs empowers companies to accelerate decarbonization and boost the bottom line.

Episode 9 of the Take on Tomorrow podcast features Azeem Azhar, founder of the tech analysis platform Exponential View, and Annie Veillet, national data and advanced analytics lead partner with PwC Canada.

The beautiful game is in a race for off-the-field talent that can deliver a competitive edge through big data.

This month’s issue of strategy+business looks at three daunting climate challenges and highlights ways for companies to not only meet them but also spot unexpected opportunities.

To navigate global supply shocks, companies must build resiliency while repositioning for growth.

Here’s how financial institutions can rebalance a portfolio for net-zero commitments while managing the impact on people, the planet, and profits.

A new model for understanding support types in organizations.

When the high-fives are over, it’s important to interrogate the reasons behind your wins.

Climate events are hitting fast and hard, and more extreme ones are on the horizon. Taking a look at the implications for a ubiquitous product—the smartphone—can help business leaders everywhere imagine the risk in their own operations.

A PwC global survey reveals how investor demand for environmental, social, and governance (ESG) funds is growing much faster than previously anticipated. How can asset managers come out in front?

Investors say they value a company’s data on sustainability almost as much as they value its financial data. They need to be able to trust it as much, too.

In Episode 4 of the Take on Tomorrow podcast, Sheila Bair, former chair of the US Federal Deposit Insurance Corporation, and Vicki Huff Eckert, a retired PwC US partner and former vice chair for PwC’s US technology, media, and telecommunications sector, discuss cryptocurrency’s fast-approaching future.

An analysis of employee survey data shows that at many companies, women have less autonomy and control than men. Here are five ways to create more equity.

Opening meetings with free-form questions that participants can answer on their phones or laptops can ignite people’s curiosity and boost engagement.

In our increasingly digital world, startups and established firms can make progress together by building trust and focusing on value creation.

In Episode 3 of the Take on Tomorrow podcast, Craig Fugate, former head of the US Federal Emergency Management Agency (FEMA), and PwC UK’s Bobbie Ramsden-Knowles discuss how businesses can prepare for climate change, ransomware attacks, and other high-impact events.

In Episode 2 of s+b’s Take on Tomorrow podcast, Wellcome Leap COO Ken Gabriel and PwC UK’s Leo Johnson talk about accelerating the pace of breakthrough innovation.

In the debut episode of s+b’s Take on Tomorrow podcast, Apple’s chief privacy officer and PwC’s head of cybersecurity discuss the challenges leaders face in dealing with the clashing demands surrounding personal data.

It’s certainly not as catchy as “quiet quitting,” the buzz phrase of recent months. But not everyone is disengaged from their jobs.

New PwC research shows that starting and stopping smaller projects contribute at least as much to performance as making big, business-level decisions and deals.

Inflection points like the one we are living through threaten to upend our business assumptions and strategies. The remedy is to identify key challenges instead of focusing on hoped-for results and ambitions.

Strategy+business launches a brand-new immersive all-digital experience featuring quick-hit summaries, interactive data, and visual storytelling designed to inform and inspire action.

This month’s issue of s+b explores how harnessing trust, dynamically allocating resources, and striving for strategic coherence can create value in uncertain times.

How Evangelos Mytilineos, CEO of the industrial conglomerate that bears his family’s name, plans to deliver on commitments to reduce emissions and deliver sustainable energy solutions.

A new self-help book gleans lessons from entrepreneurs who saw potential where others saw peril.

The potential for short-haul electric flight is energizing aviation’s newest startups.

A big culture–strategy disconnect can be catastrophic. Only a formal assessment based on objective data can tell you if your organization is ready to transform.

Fuzzy claims to greater ambition are starting to feel like just another corporate fad. It’s time to replace them with impact statements.

As the long-established industry is reshaped, looking ahead to five far-reaching hypothetical scenarios can help focus the strategic mind.

Today’s leaders can learn a crucial lesson from Theodore Roosevelt’s approach to building the Panama Canal.

Asking questions and listening to the questions of others helps leaders make better decisions.

Three simple strategies that should form the basis of your content playbook.

Amid rising global uncertainty, it’s tempting to hit the brakes on decarbonization, but recent insights from PwC thought leaders offer a convincing case for doing exactly the opposite.

As organizations shift from command-and-control leadership to more decentralized decision-making, the “frozen middle” is melting—and managers have to step up.

With his book Split the Pie, Yale School of Management professor Barry Nalebuff offers a consistent, fair, and scalable approach to negotiation.

Professors Peter Desberg and Jeffrey Davis explain how leaders can enhance their persuasive skills by mastering the craft of the pitch.

People need a shared understanding of what digital transformation means. Aristotle has a framework that helps.

Sustainability is becoming the defining paradigm for business. Is your leadership team ready?

The great polar explorers all had seconds-in-command to help manage their teams. The role is still needed in organizations today.

Anyone can get stuck in a rut and become too invested in the initiatives they’ve launched. Use this mental trick to keep a fresh perspective.

Next-generation leaders need to prioritize environmental, social, and governance issues to build their own legacy.

We’re in a new phase of workplace evolution. Adapting to three key shifts in working practices will help people and productivity.

A counterintuitive antidote to turbulent times.

CEOs can advance environmental, social, and governance concerns by treating them as more than a compliance requirement.

Rather than follow a rigid blueprint, executives must help organizations focus on sensing and responding to unpredictable market conditions.

Turning around the fortunes of a soccer team requires a special combination of skills. Leaders of all kinds could benefit from studying them.

CEOs can hone their decision-making skills by studying leaders who directed world-changing projects.

A century after his death, Ernest Shackleton and his unsuccessful Antarctic expedition offer a rich lesson on how to embrace failure.

As spending on streaming content skyrockets in the media and entertainment industry, a new formula is needed to drive a sustainable return on investment.

Boundaries clarify responsibilities and expectations. Both employers and employees need to identify, set, and maintain them to keep people engaged and deliver strong performance.

Too often, boards fail to pick the best CEO candidate because they focus on the wrong criteria. This three-step plan will help identify the right person for the top job.