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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.
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.
Simon Brown, chief learning officer at leading pharmaceutical company Novartis, explains how a culture of curiosity enables resilience, learning, and organizational effectiveness.
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.
Rethinking the focus and structure of the chief product officer role will help asset management firms better connect with customers, innovate more effectively, and operate more nimbly.
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.
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.
Stephen Spencer discusses the differences between this recession and the previous one, how the CLO market has changed the corporate restructuring dynamic, and his advice for negotiation in times of extreme stress.
Consumer goods companies have the opportunity to experiment with direct online channels and add to their current go-to-market strategy. But to succeed, companies will need the right leadership and culture.
The way teams operate and deliver can make or break a company’s performance as well as set the tone for its culture. Leaders who keep their teams motivated, with all eyes set on a shared purpose, have a better chance of thriving in the long term.
Chief risk officers in financial services need to be far more than financial risk experts today. Firms need to fundamentally change how they develop risk executives to ensure they will have the leaders they need.
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.
Jerry Liu, president of Cargill China, shares his thoughts on the evolving role of the CEO in the wake of the COVID-19 pandemic and the biggest challenges leaders will face in the coming years.
As boards add new directors, they are increasingly struggling to find the right balance among their current structures and maintaining a healthy board culture. The right first step is assessing whether the basic structure is still fit for purpose.
Maggie Wilderotter, chair of the board of directors of DocuSign and former CEO of Frontier Communications, discusses her experiences building diversity at Frontier and how it helped the company as a whole perform better.
Alan Holtz, managing director of the turnaround and restructuring practice at AlixPartners, discusses the role of the chief restructuring officer and the operational challenges he’s been working on through the pandemic.
There is no going back: the fundamental changes in ways of working caused by COVID-19 require leaders to change, too. New approaches to agility and inclusion, which helped organizations through the crisis, are at the core of resetting organizations for long-term resilience.
As they develop from investment vehicle to operator, SPACs face three distinct leadership challenges. They will benefit from planning in advance for each.
As the role of the food and agribusiness CEO in Australia and New Zealand evolves and grows more complex, early succession planning is critical in finding the next generation of leaders for the sector.