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A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.
By changing the mind-sets of its frontline staff, a Fortune 100 company was able to liberate itself from the shackles of information technology.
Good things happen when companies view employees as active advocates and participants of change programs—and not merely as the target of changes delivered from “on high.”
To compete for a crucial contract, a services unit at Alstom Transport needed to make transformation sustainable in the long term. Its improvement offers lessons for senior managers in how to secure lasting change.
Forcing organizational change from on high rarely works. Corporate transformations work best when leaders identify the relevant issues but then let their frontline workers find the answers.
New research highlights four ways that investment managers can speed up their organizational metabolism to become more competitive.
The competitive balance in Asia Pacific appears to be shifting, yet fewer than half of the senior executives there say their companies are prepared. A survey explores how the region’s businesses can better mobilize, execute, and transform with agility.
The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
How can a strong company culture make organizations more effective in a VUCA environment? Brig. Gen. Bernard Banks shares insights and lessons learned from the military and the private sector.
The head of HR at Cafe Rio Mexican Grill describes how the company baked the best of its small business culture into a scalable model that is proving vital for the company’s success.
Former New York Fed supervisor Sarah Dahlgren describes how failures in company culture contributed to the financial crisis—and why improvements now might help banks better weather the next one.
Dynegy CEO Robert Flexon discusses a culture ‘restart’ that helped restore a once-mighty Houston energy company to the power elite.
Dynegy CEO Robert Flexon discusses a successful turnaround strategy that included a culture ‘reset’ as a critical pillar to create a winning, agile mind-set that has propelled three-fold growth.
The Taiwan Stock Exchange Corp. is taking steps to improve board governance among listed companies.
Today’s fast-paced and more globally interconnected business environment puts a premium on a portfolio of skills that include empathy, cultural awareness and flexibility, and greater “experience diversity.”