Insights

Picking the right CEO to succeed at your organization requires careful consideration – here are important considerations when you make the transition.

Smooth transitions in leadership roles are critical to workplace continuity even in times of turmoil. There are ways to plan for this by fine-tuning your leadership strategy now.

Renewables trailblazer Orsted and tobacco giant Philip Morris have transformed their business models – fueled partly by HR best practice.

Why are more and more companies accelerating the integration of their succession management and leadership development programs? The answer is simple: impact. Connect the two and you could be growing your future leaders today.

Facing times of unprecedented peril, we need to urgently develop a pipeline of leaders capable of mobilizing, focusing and sustaining the energy of teams and organizations.

Making your current business more efficient while also developing new revenue streams seems to many an impossible task, but with new ways of thinking it can be done.

The COVID-19 pandemic has accelerated many of the trends driving a volatile, uncertain, complex and ambiguous (VUCA) business environment. This framework and checklist will help you future-proof your organization so that it can adapt at the increasing speed of change.

Employers have largely abandoned the traditional talent management planning model and moved towards talent acquisition. But they are not doing it with much care.

To be successful, all talent management activities need to flow directly from strategy and be tightly integrated with each other.

Companies should take more risks when it comes to appointing leaders – then give their selected candidates the right support.

Arnold Dhanesar is Global Head of Talent, Culture & Leadership at The HEINEKEN Company, with functional leadership of the center of expertise for the 82,000–strong organization. We asked him about his role in supporting the transformation of HEINEKEN to meet the requirements of the new business environment.

To retain the best and grow talent, organizations must recognize that learning and development is no longer a “nice to have”.

When senior employees at Dutch firm IG&H walked away in frustration with the company’s leadership, founder and CEO Jan van Hasenbroek realized that things had to change. Susan Goldsworthy, Affiliate Professor of Leadership, Communications and Organizational Change, explores one leader’s transformative journey from controller to facilitator.

Being future-ready is a source of competitive advantage in turbulent times. Professors Howard Yu and Mark Greeven explain how Xiaomi and others not only survive, but thrive through uncertainty.

We need a new type of leader for the digital age says Michael Wade, Professor of Innovation and Strategy & Cisco Chair in Digital Business Transformation. However, they should not discard their traditional leadership skills, as these are a vital part of the mix.