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Forcing organizational change from on high rarely works. Corporate transformations work best when leaders identify the relevant issues but then let their frontline workers find the answers.
Your strategy may be brilliant, but without the involvement, support, and creativity of your frontline workers, it’s likely to go nowhere fast.
Leaders who have been most successful at shifting their company culture employ four key principles for success. This video interview shares insights from the field.
Many mergers fail to realize their full potential because of conflicting cultures. But a systematic approach to addressing culture can help overcome this costly obstacle.
Cultivating self-awareness can help leaders to be more effective. This video interview explains how to develop this self-awareness using the concept of the “mood elevator.”
A survey of senior executives highlights what works—and what doesn’t—when it comes to attracting and retaining talent in China.
The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
Lin-Manuel Miranda, creator of the hit Broadway musical, exemplifies the vitality, growth mind-set, and clear sense of purpose of a successful “superthriver.”
The CEO and head of HR at the US-based financial holding company describe how a culture-change effort is restoring accountability and growth.
The best nominating committees look beyond traditional pools of talent, astutely assess candidate readiness, and thoroughly prepare to defend nominees’ business and cultural fit with the entire board.
The head of HR at Cafe Rio Mexican Grill describes how the company baked the best of its small business culture into a scalable model that is proving vital for the company’s success.
Dynegy CEO Robert Flexon discusses a culture ‘restart’ that helped restore a once-mighty Houston energy company to the power elite.
For many financial-services organizations, rebuilding trust with customers will require a focus on culture—not just compliance. Two forward-looking banks are leading the way.
Dynegy CEO Robert Flexon discusses a successful turnaround strategy that included a culture ‘reset’ as a critical pillar to create a winning, agile mind-set that has propelled three-fold growth.
Mergers and acquisitions in the insurance industry get the numbers right, but often stumble on cultural obstacles.
A cross-sector panel of leaders discusses the challenges and opportunities inherent in talent, and identifies ways that companies can spot—and mitigate—the most important talent risks they face.
The key is creating a culture where people are optimistic in the face of challenge, regularly seek to improve, and embrace the opportunities for reinvention that digital brings.
The next wave of banking leaders will be judged not for their heroics but for steady stewardship that enables their institutions to endure on behalf of clients, shareholders, and employees.
When companies make a strategic shift, the chairman and board of directors must ensure the culture also pivots — starting with the top team — to make the strategy work.
Methodist Le Bonheur Healthcare CEO Gary Shorb discusses many positive outcomes from creating a 'Power of One' culture across the eight-hospital system on everything from financial performance to patient satisfaction and employee engagement.