Knowledge Center

As more founders of investment firms retire, they need to carefully consider the leadership, purpose, culture, and governance they’ll leave behind. Answering some key questions will help.

Companies that excel at simplicity throughout their organizations continuously and repeatedly seek to kill complexity in four key areas: strategy, operating model, culture, and activity.

Manufacturing companies have not shown as much progress in diversity and inclusion as some other sectors—but they have the capacity to become leaders by applying the distinctive problem-solving skills they use for other business challenges.

Asia Pacific healthcare and life sciences leaders are future-proofing for disruption by continuing to invest in the right people and building a culture of readiness. But preparing for the future should also include assessing and rethinking their current business models.

Digitally mature organizations recognize that people and culture matter as much as technology when it comes to leading a successful digital transformation. Here are four guiding principles for embedding a digital mind-set.

Interviews with 10 senior executives at Danish companies highlight that digital success has as much to do with culture as it does with technology.

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.

Moving from start-up to established company is not an easy transition. Finding the right leaders typically requires moving beyond the start-up comfort zone. Two principles can help.

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.

In an industry where progress on diversity and inclusion has been fitful and uneven, a handful of companies are leading the way. How? By putting inclusion first and making it a business priority.

Companies face a unique mix of cultural and strategic set of challenges in undertaking digital transformations to meet changing consumer demands and emerging digital competitors. Addressing these challenges starts with defining a clear digital ambition and the role talent plays in making it successful.

Organizations that find the right digital talent and align their transformation with local conditions and their business strategy will have the edge in the APAC region.

In digital transformations, technology and processes are typically the focus, but companies overlook culture at their peril.

Corporate leaders are in a quandary: feeling stuck by the lack of significant D&I progress despite meaningful investment and uncertain what to do next. What’s needed? An innovative approach to getting unstuck and gaining traction, driven by hard business considerations that will accelerate corporate performance.