A version of this article appeared in the Summer 2021 issue of strategy+business. Kristian Ebbesen Fjelde and his team knew that the executive committee meeting scheduled in mid-2019 to discuss the ...

Imagine you asked two teams to tackle the same challenge, and the groups came back to you with entirely different proposals. Would you instinctively green-light the one that seemed more promising? Or ...

Whether reluctantly or willingly, corporations have taken up the charge, touting their purpose statements and seemingly declaring in every sentence that they are “mission-driven.” The “great ...

In the beginning, it was cultural and managerial chaos. When Chinese computer company Lenovo dispatched a team to New York in 2004 to discuss acquiring the personal computer division of IBM, only one ...

A version of this article appeared in the Spring 2019 issue of strategy+business. Leaders today are well aware that their organization’s culture is an asset that must be managed with purpose and care.

Many would chalk up these differences to culture, the seemingly nebulous and hard-to-control factor that contributes to business success. Our work over the last three decades has centered on culture.

Empowered CSOs, with a broad remit and organizational stature, can wield fact-based insights across a deep network to influence both strategy and operations with respect to sustainability. They can ...

How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it ...

A large auto manufacturer asked a consulting firm to evaluate its competitive position in relation to ride-sharing startups building autonomous vehicles. Instead of viewing this as a classic strategy ...

A version of this article appeared in the Summer 2021 issue of strategy+business. In the blink of an eye, COVID-19 disrupted the business environment and illuminated a profound, sometimes overlooked ...

With an introduction by Ram Charan. The heart of a company’s business model should be game-changing innovation. This is not just the invention of new products and services, but the ability to ...

Working closely with the human capital director, he set about developing a “market shaper” culture—an organization perceived as driving the evolution of the sector—to stimulate more innovation and ...