Executing Strategy

Executing strategy requires understanding your critical roles and putting your best people in them.

Researchers are seeing stronger business benefits when KPIs are adjusted with or created by AI tools.

Experts weigh how a proposed ban on noncompete agreements might affect innovation and entrepreneurship beyond tech hubs.

Researchers discuss the potential benefits of using artificial intelligence to redefine KPIs and strategic measurement.

Research shows that a company’s confessions to past wrongs enhances people’s perception of its corporate responsibility.

Leaders should build resilience, local agility, and portfolio agility to prepare for economic uncertainty.

A panel of experts considers whether Tesla has what it takes to remain the top producer of electric vehicles in the U.S.

Companies must develop the capacity to accurately assess the execution of purpose-driven strategies on ESG goals.

Strategy experts weigh in on the long-term effects of Starbucks’s wage increase for nonunionized employees.

Join us to learn about strategies for great customer experiences in a variety of industries.

Contextually effective leadership comprises three key elements — map, mindset, and message — that drive desired change.

Data-driven leaders are using machine learning to surface new KPIs and better align behaviors with strategic objectives.

Evolutionary digital transformation may work better than radical change for some companies.

A more inclusive strategy-making process is needed when disruptions come from all directions.

Tom Davenport and Laks Srinivasan share findings from a recent Return on AI Institute study for which they interviewed more than 45 executives about their organizations’ uses of artificial intelligence.

Kurt Matzler and Julia Hautz outline a framework leaders can adopt to spur innovation and compete against digital-first companies.

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.

Transforming organizational culture, strategizing with soul, and harnessing the potential of digital twins.

Conventional ways of making strategy are inadequate amid uncertainty and complexity. Today, it requires moral purpose.

George Westerman outlines how companies can re-think their assumptions about operating in a digital world post-pandemic.