Knowledge Center

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.

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.

Leaders can take four steps to build a purpose-driven organization that leads to better business outcomes.

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.

Companies looking for CMOs have swung from seeking branding gurus to seeking technological wizards. The right approach lies straight down the middle.

CFOs have had to radically shift their focus to sustain their companies during the COVID-19 crisis and position them for strength in the aftermath. Most will benefit from improving their adaptability, resilience, learning, and foresight.

During the COVID-19 crisis, leaders are having to make decisions that involve paradoxes: choosing between seemingly self-contradictory goals. Those who reframe their thinking about such decisions will make better ones.

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.