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In this podcast, Ravi Kumar, president at Infosys, shares his perspective on how the COVID-19 pandemic will change the order of society and the enterprise as we are forced to transition into more agile, resilient, outcome-centric, and empathy-driven hybrid organizations.
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.
Companies that are agile have a better chance of not just surviving but thriving during the COVID-19 crisis.
Even before the COVID-19 pandemic, boards were facing a daunting mix of challenges that highlighted weaknesses in many traditional practices. To be fit for the future, boards must focus on their purpose, composition, and culture.
The CPO role is gaining traction in the tech and fintech industries. What should companies consider when appointing one?
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.
When digital transformations begin to meet resistance, pausing to reset course and emphasizing talent and culture can help companies reengage the organization and rebuild momentum.
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.
Jacqueline Chow, non-executive director for Coles Group, and David Gonski, chairman of ANZ, discuss the important role that boards serve in promoting D&I initiatives and helping companies realize the business benefits of their efforts.
Analysis of how leaders approach customer-centricity suggests that some lower-level executives have lessons for the most senior.
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.