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Combining purposeful leadership and broad engagement helps leaders shape their company’s culture — instead of allowing the culture to shape the company.
Learn the practices that separate high-performing from underachieving teams — and how to master them.
Boards increasingly recognize the importance of addressing environmental, social, and governance concerns to ensure long-term success. But they may be overlooking crucial matters of talent that can help to optimize their efforts.
Don’t just ask whether an individual is qualified to be on a board but also whether the mix of people on the board is right for your company.
By forgoing leisurely onboarding and induction processes, boards can ensure directors get off to a fast start.
Far too many internal training programs waste money and align poorly with the company’s long-term strategy. They can do better.
Disruption is here to stay, and many companies are failing to keep pace. A multiyear research effort highlights ways companies, teams, and leaders can mobilize, execute, and transform with agility.
Given current and future trends, the demand is likely to rise significantly in the coming years for the formidable competencies that healthcare leaders possess—and the talent pool is deep.
Boards can secure valuable competitive advantage by addressing the factors that speed up, or delay, organizational performance at each stage of a merger or acquisition.
Outstanding audit chairs exhibit three leadership attributes that together help them thrive in an environment of heightened risk and increasing responsibility for oversight.
A survey of senior executives in the Asia Pacific region examines companies’ willingness to retain or change reporting-line structures, and the talent factors driving these important decisions.
A closer look at the unique dynamics of Asian boards suggests ways that boards in the region can improve their diversity of thinking—and their impact on corporate performance.
As Rome’s leaders found, talented individuals are the lifeblood of successful teams—but they must be united in a common purpose, lest the blood is spilled on the wrong side of the battleground.
A closer look at the works—and business career—of William Shakespeare offers lessons for contemporary leaders of all stripes.
The founder of Australian theater company Bell Shakespeare reflects on the importance of forging a strong team, embracing a culture of learning, and, when necessary, dealing with people who put the organization at risk.
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.
Incremental improvement is not enough to stay ahead of disruptive competitors. Winning requires continual transformation.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the board's role in ensuring good citizenship is embedded in the company.