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Featured Leadership Articles


Just How Smart Are Smart Machines?

Managers today expect computing technology to augment rather than replace the work of humans.


Leading by the Numbers

It can be difficult for finance professionals to transition to broader leadership roles.


How to Reconnect for Maximum Impact

Some reconnections are more beneficial than others. The challenge is selecting the best ones.


Where Boards Can Do Better

How Boards Botch CEO Succession

April 21, 2016 | Robert Hooijberg and Nancy Lane

The strategic importance of CEO succession is indisputable, and the elements of effective succession planning have long been known. So why do many boards plan poorly for CEO succession when the cost of failure is so high? Research finds three key reasons: Hiring criteria are not aligned with strategic needs, boards are reluctant to antagonize the incumbent CEO, and many boards aren’t developing the executives below the CEO and top team.

“Super-Transparency”: The New Normal



Leading Change


Beyond Forecasting: Creating New Strategic Narratives

In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.


The Leaders’ Choice

New business executives face a choice: What kind of companies do they want to lead?


What to Expect From a Corporate Lean Program

“Lean” programs can be powerful tools for improving performance – if managers know what to expect.


What It Takes to Reshore Manufacturing Successfully

The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.

Personal Development

Assembling Your Personal Board of Advisors

The notion that one mentor can meet all of an individual’s developmental needs is increasingly outdated. Instead, many people now draw from a “personal board of advisors,” which can encompass a range of individuals, from friends or family who provide emotional support to role models the person may not personally know. The authors identify six types of personal advisors who, together, provide a broad combination of psychosocial support and career support.

The New World of Work

Advanced digital technologies are swiftly changing the kinds of skills that jobs require. Researchers Frank MacCrory, George Westerman and Erik Brynjolfsson from the MIT Sloan School of Management and Yousef Alhammadi of the Masdar Institute studied the changes in skill requirements over the 2006-2014 time period. While demand has clearly grown for computer skills, it has grown for interpersonal skills, too. The authors advise people in all lines of work to be flexible about acquiring new talents.


Managing Today’s Young Professionals


Measuring the Benefits of Employee Engagement

Research suggests that high levels of employee engagement are associated with higher rates of profitability growth.


What High-Potential Young Managers Want

Talented young professionals exhibit a new approach to both their careers and organizational loyalty.


The Talent Imperative in Digital Business

Most employees want to work for digitally savvy companies — and many are unhappy with their company’s digital maturity.


Halting the Corporate Brain Drain

Digital tools can reshape the relationship between organizations and retiring employees.

The Need For Speed

How Time-to-Insight Is Driving Big Data Business Investment

January 26, 2016 | Randy Bean

With the emergence of a digital economy over the course of the past two decades, leading companies have learned that they must act faster to respond to customer needs and competitive dynamics. The fourth annual Big Data Executive Survey confirms that Fortune 1000 firms recognize that faster time-to-insight correlates with success and will be the driving force behind Big Data investment for the years ahead.