Executing Strategy

Apply these four lessons to successfully put employees at the heart of strategic planning and benefit from their input.

Selling value requires more than quantifying benefits. It demands a deep commitment to collaborating with customers.

Researchers share a three-part approach to help leaders of digital health platforms manage and scale their businesses.

Smart organizations need smarter KPIs. This report outlines how leaders can create and capture value from smart KPIs.

Executives must confront a strategic planning blind spot: their assumptions about the future business context.

Modifying culture can help drive organizational change but requires clarity about the type of change leaders are seeking.

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.