Achieving high performance requires having the confidence to take risks, especially in a knowledge-intensive world. When an organization minimizes the fear people feel on the job, performance — at ...

A version of this article appeared in the Spring 2019 issue of strategy+business. By now, the idea of business as a force for good has taken hold, and the discussion around poverty has changed, too.

A version of this article appeared in the Summer 2021 issue of strategy+business. In the blink of an eye, COVID-19 disrupted the business environment and illuminated a profound, sometimes overlooked ...

Almost every business today faces major strategic challenges. The path to creating value is seldom clear. In an ongoing global survey of senior executives conducted by Strategy&, PwC’s strategy ...

How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it ...

A version of this article appeared in the Spring 2019 issue of strategy+business. Leaders today are well aware that their organization’s culture is an asset that must be managed with purpose and care.

With an introduction by Ram Charan. The heart of a company’s business model should be game-changing innovation. This is not just the invention of new products and services, but the ability to ...

This classic guide to organizational change management best practices has been updated for the current business environment. To read the newest article, click here. Or, to watch a related video, click ...

A version of this article appeared in the Autumn 2016 issue of strategy+business. Most companies have leaders with the strong operational skills needed to maintain the status quo. But they face a ...

A global electronics manufacturer seemed to live in a perpetual state of re-organization. Introducing a new line of communication devices for the Asian market required reorienting its sales, marketing ...

A large auto manufacturer asked a consulting firm to evaluate its competitive position in relation to ride-sharing startups building autonomous vehicles. Instead of viewing this as a classic strategy ...

It was expected, perhaps, but still startling. In its 22nd Annual Global CEO Survey (pdf), PwC asked 1,378 top business leaders from around the world which territories (excluding their own) they ...