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A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.
To compete for a crucial contract, a services unit at Alstom Transport needed to make transformation sustainable in the long term. Its improvement offers lessons for senior managers in how to secure lasting change.
By changing the mind-sets of its frontline staff, a Fortune 100 company was able to liberate itself from the shackles of information technology.
Examining four key protagonists of Shakespeare’s plays can yield timeless insights about how to manage culture change in an organization.
Good things happen when companies view employees as active advocates and participants of change programs—and not merely as the target of changes delivered from “on high.”
Big data will be increasingly important for asset managers, but many organizations are unsure how to proceed. A three-step process can help.
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.