Issue 101, Winter 2020
- GMOThe pandemic has highlighted a series of paradoxes inherent to the work of leaders. What comes next will depend on how well they face up to them.
- Rather than trying to convince people your change initiative is the right one, invite them to talk openly about what it might take to implement it: the good, the bad, and the frustrating.
- GMOIn a remodeled world, it is vital for companies to reinvent ways of working.
- Consumer & retailAs shoppers show how quickly they can adapt to external shocks, retailers will need to radically reconfigure their business models.
- LeadershipEmbrace four principles to turn today’s diversity, equity, and inclusion initiatives into sustained progress.
- Tech & innovationFocus on six organizational elements to build a world-class data and insights capability in the post–COVID-19 world.
- WorkforceNYU’s Christian Busch makes the case that serendipity is a skill, resulting from a mindset that allows you to see and act on opportunities in seemingly unrelated facts or events.
- Workforce“Unrealistic” timelines can actually work. Here’s how.
- WorkforceMaintaining productivity levels among remote employees is an enduring challenge. Here are five ways to help people and businesses thrive in the post-pandemic world of work.
- StrategyMany companies achieve early wins with separate transformational efforts, then stall. But if combined and enhanced using “return on experience,” or ROX, measures, these two programs can unlock each other’s potential.
Best Business Books 2020, with slideshow
- From the outside in
- Strategy with a purpose
- Gunning for history
- Managing in a pandemic year
- A master class in conflicts
- Failure and the root of invention
- Paying attention to humans
The Thought Leader Interview
- Stanford psychologist Jamil Zaki explains that whether we are dealing with business, politics, or personal matters, it’s possible — and advantageous — to train ourselves to be more empathic.
Endpage: Recent Research
- s+b BlogsMore marriages are expected to end following COVID-19 lockdowns, and boards should be aware of what that means for CEOs.