GMC managing through the Covid-19 pandemic: Shooting for the moon or set up to fail

Despite massive investments, sustainable business still isn't very profitable for most companies. Here's a fresh approach for resetting sustainability for customer value—and profitability. Store aisles packed with products labelled "environmentall...

Sustainability succeeds when it creates customer value. Companies must move beyond virtue signaling and design innovations that boost performance and profits.

In September 2024, Starbucks' then-CEO was abruptly fired after 17 months in the role; the decision followed three quarterly drops in consumer traffic and declining operating revenues. The board then turned to Brian Niccol, a veteran fast-food company executive. Niccol was deemed highly qualified due to his turnaround of two fast-food chains, Chipotle Mexican Grill and Taco Bell. Starbucks was struggling in its two largest markets, the United States and China, which together accounted for 83% of the company's global $36.2 billion in sales. In both markets, customer orders and same-store sales had declined. Niccol's first year was a difficult one, raising questions about his strategy and tactics. The disappointed investors were selling out...

European SMEs’ relief following the adoption of the EU’s Omnibus package may be misplaced. While their direct sustainability reporting obligations narrow, indirect obligations, contractual requirements, and greenwashing risks intensify. The truth ...

Ecosystem competition is reshaping strategy as firms shift from linear advantage to value networks. Mark Greeven explains how leaders must rethink growth and governance.

Roche corporate leadership is evolving under André Hoffmann as the company modernizes governance, renews purpose, and reshapes its future in healthcare.

Promotion decisions are among the most powerful cultural signals that leaders send. They reveal what an organization truly values, in terms of results but also in how those results are achieved. The Promotion Dilemma explores the tension that managers face when a high-performing employee delivers exceptional commercial outcomes while simultaneously undermining collaboration, trust and shared accountability. Set in Spectra, a global manufacturer of precision industrial components undergoing a strategic transformation, the case follows Chief Commercial Officer Chris Steele as (s)he considers whether to promote Alex Forge, a charismatic regional commercial manager widely regarded as a "rainmaker." Alex has secured major contracts, built strong customer relationships, demonstrated remarkable commercial instinct and fostered credibility with clients. Yet inside Spectra, Alex's behavior is often blunt, impatient and dismissive. The regional manager tends to bypass processes, dominate discussions and challenge colleagues publicly; the result is strained relationships across functions and lower engagement within Alex's own team. The timing of the decision raises the stakes. Spectra is implementing it’s One Spectra transformation, an initiative aiming to strengthen cross-functional collaboration, shared accountability and psychological safety in response to rising competitive pressure. Though promoting Alex would retain a critical commercial talent and emphasize the importance of results, the move risks undermining the cultural shift leadership is trying to build. Not promoting Alex could reinforce the organization's commitment to collaborative leadership but may risk losing a star performer to competitors. The Promotion Dilemma invites discussion about the implicit messages embedded in promotion decisions and the challenges and trade-offs that leaders face when balancing performance and evaluating leadership potential while shaping culture and building long-term organizational health.

AI is reshaping leadership and work. Ensuring women help design and govern it will determine whether the technology advances equity or deepens inequality.

AI is shrinking entry-level roles, risking future leadership pipelines. Erik Brynjolfsson urges employers to preserve talent by investing in strategic young hires.

Non-linear career paths that deviate from the functional norm in some way can produce leaders who deliver more impact.