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A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.

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We present insights from current leaders on the most important leadership traits as retail resets.

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When preparing for volatility, private equity firms should not forget to assess whether their portfolio company leadership teams have the right capabilities to weather the storm.

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What separates today’s high-performing organizations from those unable to keep pace with the new demands of leadership?

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To find the leadership team best fit for the new organization—from day one—companies need to perform the same level of due diligence as they do for other strategic matters during a merger or acquisition.

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With a few changes, any team can increase its speed and effectiveness.

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In conversations with more than 50 limited partners around the world, we found that industry leaders expect to see general partners take an increasingly sophisticated and effective approach to their talent agendas.

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Article

A new book discusses how leaders succeed in today's unpredictable markets and shifting operating environments.

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Article

Leaders cast visible “shadows” over the cultures of their organizations — for good or ill. Only when the top team lives and breathes the changes it wants and expects from the organization will change succeed.

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Finding senior executives with the right set of skills, strong leadership competencies, an international mindset and extensive local know-how remains a challenge for many multinationals as well as local enterprises

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To gain an insider perspective on the rapidly changing business models confronting Australian companies today, we invited some of our most forward-thinking business leaders to discuss the role played by corporate culture in individual, team and organisational effectiveness.

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Advice about how to secure a position at a new company is plentiful, but little has been said about how to leave your current company the right way. How you handle the transition can have an enormous impact on how you are subsequently viewed – not only in your former company, but throughout your industry and beyond.

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What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.

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Todays CEOs face challenges that continue to evolve with unprecedented speed. Unstable markets, greater regulation, heightened public pressure, impact of social media, new technology, and data security, to name a few, all create new areas of risk and opportunity.

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Few professional experiences can be as overwhelming as taking on the CEO role for the first time. Everything changes in unexpected ways; it’s not about climbing the next rung on the ladder, it’s a quantum leap into a new reality.

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Leaders who can recognize four leadership styles and adjust their own stlye to suit traits of team members can improve team dynamics and productivity.

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