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Manoj Kohli, country head of Softbank India, discusses how to build a purpose-driven organization and the challenges CEOs are facing in India today.
Tshilidzi Marwala, professor, vice chancellor, and principal of the University of Johannesburg and non-executive director at Nedbank, discusses his changing view of leadership.
Frank Mastiaux discusses what it has been like to join a board when all the meetings have been held remotely and the differences between the one-tier board model in France and the two-tier model in Germany.
Boards can help their companies blend profit and purpose seamlessly into their strategies by focusing first on their own purpose, composition, and processes.
Johanna Lamminen discusses the benefits and challenges of having a non-executive director role in a different industry than her executive role and how COVID-19 impacted her leadership priorities.
Jean-Christophe Tellier, CEO of global biopharmaceutical company UCB, discusses the evolving role of the CEO, the impact of COVID-19 on the industry, and UCB’s sustainability agenda.
Duncan Penny discusses the benefits and challenges of his first non-executive director role and offers some advice for executives as they join a board, particularly one in a different industry.
In this podcast, Steve Foots, CEO of Croda, discusses how the company integrated a purpose-led approach into its strategy and how it is driving growth by focusing on innovation while also embracing sustainability.
Mark A. Gabriel, CEO and administrator of the Western Area Power Administration, discusses the importance of leadership and culture as critical levers of business performance.
The next decade’s competition in the petroleum industry will be for leaders: those who are able to develop a new humility building their capabilities to think like activists internally, relate like diplomats externally, and serve as effective advocates.
The boards of companies that are going public through SPACs typically need to reshape themselves quickly. Considering new requirements in advance will help them position themselves for successful transactions.
Johannes Bussmann, CEO of Lufthansa Technik, discusses the importance of shaping a digital transformation in the wake of COVID-19 and how boards can help CEOs.
Carsten Hellmann, the CEO of global pharmaceutical company ALK and non-executive director of healthcare technology company Coloplast, discusses the ways his role as a non-executive director has benefitted his job as CEO.
To make a social sector CEO search successful, boards and leaders should work to align their purpose with their employees, balancing employee perspectives with the financial, legal, and governance needs of the organization.
The CEO of Jack in the Box shares his experiences stepping into his new role remotely and discusses the aspects of company culture that have enabled resilience.
Some US chemical company boards have made progress on diversity by adding directors with nontraditional backgrounds. But more progress is needed. To improve, boards should focus on process, performance, and culture.
James Riley, group CEO of Mandarin Oriental Hotels, shares his thoughts on the role of the leader in times of crisis and how boards can help their CEOs and their executive teams be more effective.
The fourth annual survey of healthcare and life sciences leaders shows a desire for stability and an accelerated shift toward business models that will help take their products to their customers in a digital-first world.
Healthcare IT companies are lagging on diversity. But industry leaders are committed to change, and many are taking concrete steps to improve their recruiting and talent management processes.
Lou Von Thaer, president and CEO of Battelle, a global research and development organization, shares his experiences driving a restructuring and complete organizational cultural transformation, focusing on trust, transparency, and accountability.