A New Prescription for Power
Tara, the chief strategy officer of a software firm, was the newest
Tara, the chief strategy officer of a software firm, was the newest
When an organization taps one of its current executives to be its new CEO, the transition might seem straightforward.
A decision must be made. The facts have been assembled, and the arguments for and against the options spelled out,
Nobody has really recommended command-and-control leadership for a long time. But no fully formed alternative has emerged, either.
A few years ago, the leaders of a multibillion-dollar energy systems company, which I’ll call EnerPac, decided to offer an after-sales service plan for one of its products.
In 2016, Bern-based Swisscom seemed trapped in a mature industry. The global telecom sector was flatlining,
As the head of a large manufacturing plant at a multinational conglomerate, an executive I’ll call David had proved himself a competent, trustworthy manager.
Kundapur Vaman Kamath was a teacher. But he didn’t work at a school or stand in front of a class.
Organizations around the world are failing on one key metric of success: leadership development.
A senior executive we’ll call Christine is overseeing the launch of Analytix, her company’s new cloud-based big-data platform, and she’s expected to meet a tight go-live deadline.