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AmerisourceBergen’s Robert Mauch shares his perspectives on purpose-driven change management, corporate diversity and inclusion, the public perception of the pharmaceutical industry, and innovations within the healthcare sector.
Leaders need to make strategic changes more quickly, and with less information, than ever before. Our research highlights two approaches that can help.
The chief strategy officer is a relatively new role, and one that is growing in importance and prevalence. CEOs can ensure they find the right strategy officer by considering a few key factors.
Interviews with the chairs of the largest public companies listed in the United Kingdom, predominantly FTSE 100, highlight how boards are meeting some perennial challenges in today’s unprecedented circumstances.
A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.
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.
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.
Samuel Wu, president of Whirlpool Asia, shares his thoughts on the evolving role of the CEO to meet rising expectations and challenges and the four foundation pillars in succession planning.
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.
The COVID-19 crisis will force many companies into some form of restructuring. Keeping a few purpose-focused principles in mind can help boards and leadership teams emerge with more agile, innovative, and resilient organizations.
In this podcast, Mike Puzziferri, retired deputy fire chief in the FDNY, shares his experience during the recovery and rebuilding after 9/11 and the lessons the FDNY learned to better prepare for future crises.
Focusing on three principles will help leaders support a resilient workforce during the COVID-19 crisis, and do so in a way that will help the whole organization thrive in the long term.
Analysis of how leaders approach customer-centricity suggests that some lower-level executives have lessons for the most senior.
Rethinking how we describe leadership is a crucial step in finding and attracting the right leaders for today’s challenges.
While progress has been made on building inclusive and supportive cultures for LGBTQ people in the workplace, further work is needed. In our interviews with four leading executives, they discussed four key practices that can help make this a reality.
Despite the evidence that a diverse and inclusive workforce is connected to significant performance improvements, too few companies are seeing their D&I efforts pay off. In this report, we suggest a path forward for companies to close this gap between efforts and results.
What HR leaders are seeing as their biggest challenges right now, and some proven principles that can help.
A recent discussion event generated insights from female and male executives on building and sustaining a career in the sector.
CEO succession should be an ongoing part of boards’ work—but boards also need to understand how considerations shift as change gets closer.