Strategy

Coworking benefits for remote teams, sharing value for ecosystem success, and becoming a better workplace ally.

New research points to a strong, multidimensional link between AI use and improvements in organizational culture.

Ecosystem success requires that both leaders and followers avoid the trap of egocentric thinking.

Jobs in the post-pandemic era, the effects of relaxed hybrid rules, and the real causes of the supply chain crisis.

Gerald C. (Jerry) Kane, Rich Nanda, and Anh Phillips, authors of the book The Transformation Myth, outline the traits and principles essential for adapting to disruption, especially following the COVID-19 pandemic.

The post-pandemic era requires a leadership mindset change about jobs and managerial expectations.

Strategists weigh in on what relaxed rules around physical presence in the office mean for productivity and performance.

Based on a global CPG survey, this article discusses priorities for operating model transformation.

Executives from TCS and Swiss Re discuss IT sourcing and digital transformation.

Innovation strategies for successful change, steps to building stakeholder trust in new technology, and organizational shifts for successful AI deployment.

To get more from their innovation efforts, businesses must first determine what type of change they want to achieve.

The pandemic’s impact on business strategy, digital superpowers to thrive through disruption, and “explicit uncertainty” to avoid algorithmic harm.

Strategy experts weigh in on what COVID-19 means for business strategy.

To be a technology leader, a CTO needs both tech and business knowledge, explains Two Sigma’s Camille Fournier.

Based on a global survey, this article discusses operating-model trends at consumer-product companies.

Adapting entrepreneurial identity, adopting value-based selling, and advancing AI with an experimental approach.

In a business model based on an entrepreneur’s identity, company leaders may need to reassess who they are to respond to disruption.

Value-based selling can boost competitiveness but works best when vendors take one of three approaches.

The financial industry’s use of ownership and board membership statistics to measure diversity is insufficient.

The risks of hubris in leadership, increased influence for minority partners, and transformative in-store tech.