Research Feature

CEOs can maintain full engagement with and control of an organization redesign by addressing their own vulnerabilities.

Businesses must take a multilayered approach to effectively combat counterfeit and unauthorized sales of their products.

Professional services firms with longevity hold lessons for others working to survive disruptions in turbulent markets.

A more logical approach to risk management can help leaders sustain value generation through disruption and uncertainty.

Algorithms sometimes fail to keep pace with changes in the environment and deliver poor-quality predictions as a result.

Many finance offices aren’t benefiting from advanced analytics. A new framework can help CFOs assess their data skills.

Supportive behavior among employees is key to engagement, but men’s social investments reap more benefits than women’s.

Managers keeping an eye on Web3 can learn from promising implementations of decentralized credentials.

Providing career development to all employees requires clear pathways for growth and opportunities to build new skills.

Many R&D employees pursue underground side projects. Surfacing such innovations can reap benefits for their employers.

Based on their research, the authors share four key ways companies can advance their strategic data-sharing initiatives.

Not defining a problem well is one of the biggest obstacles to good decisions; use this simple story structure to help.

Psychological safety isn’t enough for innovation. Managers need to create conditions for healthy debate.

Leaders are meeting employee demands for more flexible work arrangements amid culture and innovation concerns.

As undervalued performers become more visible, they also gain more options to leave their employers.

Supply chain risks have become nearly incalculable. Managing them requires a capabilities-driven mindset.

Fostering a culture where character is valued equally alongside competence can result in better decisions and outcomes.

Advice on addressing toxic leadership, toxic social norms, and work design to improve corporate culture.

Better-informed decisions on customer relationship conversion, leverage, and defense can drive revenue and lower costs.

Leaders can improve the odds of design-thinking success by first ensuring that their organization is prepared for it.