Featured Leadership Articles
The U.S. military is experimenting with ways to make faster — and smarter — decisions.
Our digital world is rendering traditional intermediaries obsolete. Make sure you are not one of them.
Lori C. Bieda
Getting business value from data depends on developing effective analytics teams — leaders included.
Is There Room At the Top for AI?
October 19, 2017 | Barry Libert, Megan Beck, and Mark Bonchek
Business has become too complex for boards and CEOs to make good decisions without intelligent systems. Just as artificial intelligence helps doctors use patient data to make better diagnoses and create individualized medical solutions, AI can help business leaders know more precisely which strategy and investments will provide exponential growth and value in an increasingly competitive marketplace.
A proactive approach can defuse the internal politics that often derail digital maturation.
Business leaders need to prioritize effective, two-way communication with their data scientists.
Digitization demands an unprecedented focus on cooperation and collaboration.
A Path Toward Ethical Leadership
Business leaders are often selfish. They honestly think they are entitled to more resources than anyone else, and that they have earned the right to take more. Their self-serving behavior is usually enabled by their organizations. But three strategies can help: Organizations can choose leaders who tilt away from self-serving frameworks; create systems that reinforce fairer evaluations; and recognize the added complexities that arise on the global stage.
Companies with rigorous compliance programs hope such programs will curtail employee wrongdoing. But to prevent employee misconduct, companies also need to understand how employees reach unethical decisions — and what affects their decision-making processes.
Cautionary Tales for Digital Business
Digitization alone doesn’t make your company “digital” — but these five guiding principles can help.
Kristine Dery and Ina Sebastian
With digital skills in short supply, companies must rethink the ways they engage with key talent.
Amit S. Mukherjee
Ideas that have anchored technological decision-making have become unsuitable for the emerging world.
The future belongs to those who possess flexible talents, nerve, and personal speed.
Andrew Davies et al.
Large-scale, long-term projects are notoriously difficult to manage. But recent research on megaprojects — defined as projects costing more than $1 billion — reveals five lessons that can help executives manage any big, complex project more effectively.
Nancy Lea Hyer and Richard Ettenson
Large projects can succumb to a “cycle of doubt” — when support for the project wanes and delivery is imperiled in a self-perpetuating negative spiral. Here’s how to spot the warning signs of stakeholder doubts — before they derail your project.
October 23, 2017 | Robert G. Eccles and Tim Youmans
When an ethics scandal damaged the reputation of Swedish telecom giant Telia and led to the ouster of its top managers, the company’s incoming leadership took a radical new turn: Changing from a corporate strategy with sustainability programs to a sustainable strategy.