Strategy

Even top-flight companies struggle to stay relevant in the long run. What can leaders do about this? Here's a quick three-part formula for thinking about long-term organizational relevance.

The rushed shift to working from home during the pandemic has left many companies neglectful of skill sets -- and HR and C-suite leaders alike must be ready to retrain, reskill and upskill their employees after the pandemic ends.

Artificial intelligence is not a one-size-fits-all strategy, and so executives need to understand what their company needs and how to communicate their AI strategy.

The president and CEO of Ricoh Americas explains how the company has weathered COVID-19 and what the pandemic means for business transformation.

The pandemic was a field test for how resilient companies really are. Here's what a CEO learned from conducting M&A during the pandemic, as well as being acquired.

Organizational resilience can be a vague concept, but research offers 6 concepts that define the term in practice -- and provide a path for companies to create skills, culture and actions in response. Read on for more.

Annual planning is just one part of strategy. Leaders must understand how to deconstruct annual strategy into months while valuing each day's opportunity.

Change management is difficult enough when everyone can meet up. Here are all the considerations and pitfalls leaders need to know for creating effective change in a virtual environment.

Mission-driven investment is good for companies, employees, consumers and shareholders -- and there's data to back this up.

What's holding back organizations from achieving diversity and inclusion? And what hard conversations are needed from leaders and businesses?

Organizational change brings resistance, and understanding polarities can help you move everyone forward with the new strategy.

Your brand needs to stand out. Fortunately, there are many paths to demonstrating what makes you different -- and better.

The "new normal" is many new normals that depend on your organization's industry, circumstances and structure. Leaders need to figure out what the next stage looks like for them, and not rely on broad stereotypes.

Brands can speak up about racial injustice, but they must do the hard work of examining themselves. Here's advice on how.

The pandemic continues, and businesses are not out of the woods. Here are four experts on how to build disaster resilience and recovery.

The pandemic has only highlighted the importance of customer service. To step up your service, you need to know how you fare against the competition.

Leadership cannot pine for the status quo, not when the coronavirus pandemic has upturned our world and social unrest has revealed inequities and injustics. Are you prepared to lead into the new and unknown?

All the brand adjustments your company has made during the pandemic need to be reassessed for the post-COVID future. Here's what you need to know about brand audits.

Fear or self-actualization: Which feeling will you lead people toward?

Successful businesses need a lot to go right, but you can't skip out on setting and executing strategy.

Brands can't go dormant during the pandemic if they hope to recover quickly -- or at all.

The economy won't be back to normal even when it's "normal," so what does that mean for you as a leader?

We're still in the pandemic, but it's not too soon to begin thinking about what comes next. Businesses will eventually have to answer that question.

Your brand doesn't have to be idled by the coronavirus. In fact, the actions you take now can ensure your brand weathers this storm and rebounds more quickly.

Skills ontology is a categorization of skills that builds a common language of skills, defining the aspects of a specific job rather than relying on blanket terms and vague descriptions.

Innovation should be part of a company's core strategy, not just an exercise or a dream.

Creating a vision is just the first step. Strategy can easily drift without executive awareness and commitment.

You might know minimum viable product, but did you know there's a concept called minimum viable branding, too?

M&A failure often is about the failure to integrate intangible asset and help people adapt.

What does it mean that 3 reports list Amazon's brand value differently? And why should you and your company care?

Go beyond zero-based budgeting to rethinking your entire operation from zero: " Zero customers. Zero employees. Zero revenue."

Will the Business Roundtable's words be placed into action?