Featured Leadership Articles


Is Your Company Ready for a Digital Future?

Frontiers |

There are four different paths companies can take to become top performers in the digital economy.


How to Test Your Assumptions

Testing your assumptions in a logical order gives you the chance to make course corrections early.


CIOs and the Future of IT

Frontiers |

For digital success, CIOs must oversee all of IT, collaborating with marketers and business units.


Special Report: Redesigning Work


What to Expect From Agile

What happens when a large, established bank decides to adopt agile as a management model?


The Trouble With Homogeneous Teams

Research finds that teams lacking diversity may be more susceptible to making flawed decisions.


A New Approach to Designing Work

It’s possible to organize work in ways that achieve both agility and efficiency – if you know how.


The Truth About Hierarchy

Research finds that the right kind of hierarchy can help teams be better innovators and learners.

Your Company’s Expanding Mission

Leading in a Time of Increased Expectations

November 22, 2017 | Lynn J. Good, interviewed by Paul Michelman

Traditionally, big energy companies focused primarily on power generation, not customer-centricity. But that’s changing — and today’s digitally empowered customers have opinions about everything from where their energy should come from to when their bills should arrive. Lynn Good, CEO of Duke Energy Corp., reflects on guiding her company through this transformation.

Work Life Meets Technology



Leading Your Project Team

Neutralize Internal Politics in Digital Initiatives

Some of the thorniest obstacles to achieving digital maturity aren’t technological — they’re political. Most internal political conflicts, however, can be mitigated by a careful, systematic approach to defining, structuring, and deploying large-scale initiatives.

Give Technical Experts a Role in Defining Project Success

Poor communication between managers and technical experts is an obstacle to technology innovation that literally has been present for centuries. To overcome these issues, leaders need to absorb three key lessons about how to manage the inherent tensions between defining technical requirements and achieving valuable business outcomes.


The Leading Edge

The Five Steps All Leaders Must Take in the Age of Uncertainty

Leaders must move beyond managing their own firms to become active influencers within broader systems.

What CEOs Get Wrong About Vision and How to Get It Right

A vision commonly held throughout the organization must begin with the leader’s image of a credible, optimal future state.

How to Become a Game-Changing Leader

To successfully lead big change initiatives, executives must master a wide range of leadership skills.

Don’t Get Caught in the Middle

Frontiers |

Our digital world is rendering traditional intermediaries obsolete. Make sure you are not one of them.

A Path Toward Ethical Leadership

Putting an End to Leaders’ Self-Serving Behavior

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.

The Trouble With Corporate Compliance Programs

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.