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As leaders reset their workplaces for long-term hybrid working, making thoughtful decisions about which technologies to use and how to use them, and putting inclusion at the core of those decisions, will be crucial.
Dr. Alex Dibelius discusses the specifics of leadership at a private equity firm and what private equity–led firms can learn from other companies in other sectors.
Manoj Kohli, country head of Softbank India, discusses how to build a purpose-driven organization and the challenges CEOs are facing in India today.
Leaders who understand the behaviors that underlie agility, how to measure their agility today, and how to develop agility as part of new ways of working will build a long-term advantage.
Professional services firms that take advantage of changes to working models created by pandemic-fueled disruption could end up with a competitive edge in attracting and retaining top people from all backgrounds.
Tshilidzi Marwala, professor, vice chancellor, and principal of the University of Johannesburg and non-executive director at Nedbank, discusses his changing view of leadership.
Paolo Quaini, group general counsel at Alitalia, the flag carrier and largest airline in Italy, discusses how the airline has faced the challenges of COVID-19 and how it is preparing for the future.
Over the past five years, we have tracked a marked change in the leadership styles most often used by supply chain executives.
Lyndon Taylor, managing partner of Heidrick & Struggles’ Diversity & Inclusion Practice, talks about his clients’ current needs, how to incorporate inclusion into leadership development training, and the importance of showing up as his authentic self.
TPG’s chief human resources officer, Anilu Vazquez-Ubarri, talks about making sure diversity and inclusion is a long-term goal, not just a short-term issue, and how to measure progress.
Institutions seeking to hire executives in digital assets will find it challenging due to the small talent pool made up of those who seek different incentives than more traditional potential hires.
Julian Sawyer, CEO of Bitstamp, the world’s longest standing crypto exchange, discusses the impacts of the accelerating pace of change in the digital assets and digital finance space.
Nzinga Shaw, former global chief inclusion & diversity officer at Starbucks, discusses creating organizational accountability, diversity from a holistic human approach, and not operating under “the illusion of inclusion.”
Frank Mastiaux discusses what it has been like to join a board when all the meetings have been held remotely and the differences between the one-tier board model in France and the two-tier model in Germany.
Andy Caine and Tanya Hayes, both partners at Frazier Healthcare Partners in human capital and ESG, discuss Frazier’s unique approach to diversity and inclusion.
Vernā Myers, vice president of inclusion strategy at Netflix, discusses her relief that justice is now central to our conversations about corporate D&I, as is understanding the systemic and structural global issues that influence the workplace.
Boards can help their companies blend profit and purpose seamlessly into their strategies by focusing first on their own purpose, composition, and processes.
General Motors’ global chief diversity officer Ken Barrett discusses the ways GM’s leaders are using the global focus on diversity and inclusion to stretch the organization and produce substantive, positive change.
Johanna Lamminen discusses the benefits and challenges of having a non-executive director role in a different industry than her executive role and how COVID-19 impacted her leadership priorities.
Jean-Christophe Tellier, CEO of global biopharmaceutical company UCB, discusses the evolving role of the CEO, the impact of COVID-19 on the industry, and UCB’s sustainability agenda.