Issue 90, Spring 2018

Companies can’t expect to compete if they’re not open about how and why people are compensated.

Three guardrails must be in place to allow these groups to perform well within an organization.

According to Adam Smith scholar Ryan Patrick Hanley, executives can navigate today’s turbulence only by learning to see themselves as others might see them.

Multinationals need to prepare for a range of contingencies to protect their Chinese interests and operations.

Lessons from the Chilean government’s response to crisis.

Focus on intrinsic value, not share price, to surpass investor expectations.

Building a culture of critical thinking and humility can spare companies from the ravages of excessive CEO confidence.

Technological changes foreshadow a dramatic — but manageable — shift in business logic everywhere.

Paul Leinwand, coauthor of Strategy That Works, introduces a counterintuitive lesson in how to achieve breakthrough performance in your organization from Olympic medalist John K. Coyle.

Freek Vermeulen explains why unhelpful practices go unnoticed and suggests how rooting them out can help innovation.

In his magisterial new biography of the ultimate Renaissance man, Walter Isaacson provides important insights into the nature of creativity and innovation. See also “Summer Reading: 8 Business Books – in Pictures”

In her new book, Harvard Business School Professor Tsedal Neeley examines the challenge of establishing a lingua franca in global companies.

In her new book, Leslie Berlin offers a group portrait of the unsung heroes who forged iconic companies — and a new industry — in the 1970s.

For people who put in long hours but love their jobs, a sense of fulfillment seems to offset unhealthy stress.