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Daren Kemp speaks with Antony Jenkins, founder of 10X Banking and the former CEO of Barclays, about how corporate culture in financial services is changing today.
The CEO of Grant Thornton LLP describes how the accounting firm transformed its culture to empower its employees, better meet clients’ needs, and become an employer of choice.
A new survey sheds light on the importance of mentoring—what works, what doesn’t, why it matters, and how companies could support it better.
By starting with a clear-eyed view of where a company’s culture is, senior executives can better articulate what it could be—and spark the sorts of frank management conversations that help link culture to commercial business goals.
In this interview, the former outfielder discusses coming out publicly after leaving the sport, his role as MLB’s ambassador of inclusion, and the lessons that could help companies with their efforts to foster and promote diversity.
Bill Bradley speaks with David Casey, vice president of workforce strategies and chief diversity officer at CVS Health, about building an inclusive company culture.
A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.
In the latest Shakespeare event series, senior leaders draw insights from the Elizabethan age by looking at the role leaders play in determining company culture.
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.”
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.
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.
The META approach can be used to spur acceleration at four levels: strategy, organizations, teams, and leaders.
The key to a successful transition is preparation. This video interview discusses how to set yourself up for success when considering a move to a new company.
In business, how fast is fast enough? The authors of the book Accelerating Performance delve into a research-based method for determining the optimal metabolism for your organization.
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.