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In 2019, corporate boards in Europe sought financial expertise and directors with international backgrounds, which should help companies navigate this year’s economic and social volatility.
Fortune 500 boards sought to diversify in 2019, with mixed success, and added a mix of new and familiar expertise. Amid the global economic contraction and ongoing protests against racial injustice, these are directors with valuable and fresh perspectives.
Leaders need to make strategic changes more quickly, and with less information, than ever before. Our research highlights two approaches that can help.
In this podcast, Tamla Oates-Forney shares her experiences and insights gained from leading her workforce through the COVID-19 crisis: the importance of putting people first, maintaining a sense of calm, and openness and transparency.
Last year, Canadian boards exhibited a strong preference for new directors with previous corporate governance experience, greater gender diversity, and financial, operational, and sustainability expertise.
A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.
We present insights from current leaders on the most important leadership traits as retail resets.
A study of leadership teams at the top 50 pharmaceutical companies around the world highlights the current state of gender diversity and suggests ideas for leaders who want to improve it.
Mike Selfridge, chief banking officer at First Republic Bank, talks about organizational simplicity as the key for its growth and how the COVID-19 pandemic has changed the way it looks at simplicity.
Boards that routinely evaluate their capabilities with strategic goals in mind and establish a diverse pipeline of potential directors will be best positioned to help their organizations reset for resilience and thrive in the long term.
Most companies today are more tech enabled than they were even six months ago. Boards have an important role to play in ensuring that companies can benefit from those gains—and avoid new strategic risks—as they reset to focus on long-term performance.
Leaders of financial services firms can maintain, and even build on, the level of simplicity that surviving the COVID-19 pandemic forced many to achieve.
Companies are using digital tools and automation more than ever. Now, as leaders reimagine and reset their businesses for the future, those who focus on purpose and culture while they seek to make the most of technology will be in the best position to thrive.
In this podcast, Yvette Austin Smith, principal and director of The Brattle Group, a global economics and financial consulting firm that provides expertise in litigation and regulatory matters, discusses leadership and current financial market trends.
In this podcast, Philip Wenger, chairman and CEO at Fulton Financial, discusses the company’s cultural transformation journey and how its culture is helping it continue to serve its employees and customers during the COVID-19 pandemic.
Employers are increasingly finding it harder to fill management and executive positions. Companies with a clearly stated and authentic higher purpose have an advantage in the search for top talent.
Leaders can take four steps to build a purpose-driven organization that leads to better business outcomes.
Andrew Harding, managing director and CEO of Aurizon, shares his thoughts on current challenges CEOs are facing and his approach to succession planning.
Leaders can build resilience and agility by rethinking their approach to performance management in the wake of the COVID-19 pandemic.
Even before the COVID-19 crisis, most pharma companies were struggling to make the most of digital. With operations radically changed by the crisis, getting the right digital leadership in place is more important than ever.