Issue 104, Autumn 2021
- GMOThe rapid changes in the way energy is created, distributed, and stored are creating new relationships between industry and government.
- A look at how chief executives are leading on decarbonization.
- Extracting information from documents may not be the splashiest application of automation, but it has massive potential to reduce errors and costs.
- Consumer & retailDuring the pandemic, people have become more sensitive to the environmental impact of their shopping decisions—and companies are responding.
- Organizations & peopleThe most effective habits create stability but avoid rigidity.
- LeadershipWhat behavioral psychology can tell you about the human dynamics of your board.
- StrategyThis chestnut of the business world overlooks the importance of—and the challenge of creating—a clear strategy.
- s+b BlogsHealthcareCreating safe workplaces while respecting employees’ concerns and choices presents challenges for company leaders.
- Public pressure and changing norms are paving the way for business leaders to be paid based on a new set of criteria.
- StrategyIn his new book, London Business School’s Constantinos C. Markides explains how leaders can ensure that employees know how to deliver on a company’s strategy.
- StrategyUsing a six-point “hexagon action” model to deal with a complex world helps leaders focus and prioritize their work.
Books in Brief
- In Noise, a professorial supergroup explains the causes and consequences of the inherent variability in professional judgment.
- In The Aristocracy of Talent, Adrian Wooldridge traces the history of meritocracy and fears for its future.
- In a new book about the storied two-century history of Brown Brothers, author Zachary Karabell argues that conservatism and pragmatism are viable strategies for surviving disruptions.
- The former governor of the Bank of England argues for a major overhaul of the financial system to confront global challenges.
Endpage: Recent Research
- s+b BlogsGames or contests meant to inject some motivation and productivity into the workday can backfire if employees feel pressured to take part.