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The CEO of Grant Thornton LLP describes how the accounting firm transformed its culture to empower its employees, better meet clients’ needs, and become an employer of choice.
By starting with a clear-eyed view of where a company’s culture is, senior executives can better articulate what it could be—and spark the sorts of frank management conversations that help link culture to commercial business goals.
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.”
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.
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 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.”