Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
Recently Published
In this Advisor, Cynthia E. Clarke delves into climate strategies for boards of directors, including avoiding greenwashing, staying up to speed on potential regulatory changes, reporting on the risks of transitioning to net zero, and having a dedicated team accountable for ESG reporting to ensure information accuracy.
DEI has evolved from “nice to have” to a mission-critical component ensuring an organization’s progress and competitiveness in the global market. The questions in this Advisor serve as a guide to activate transcendence and drive, which are important character traits for leading DEI efforts.
In this Advisor, we explore findings from ADL’s 2024 “CEO Insights” study, including the first trend uncovered by research: CEOs are positive about the medium-term economic outlook and confident about future company growth.
This Advisor delineates how character is defined and positioned within a leadership context. Based on extensive research conducted by the Ian O. Ihnatowycz Institute for Leadership, character can be understood through two foundational frameworks: the Effective Leader framework and the Ivey Leader Character Framework (ILCF).
The course “Leading Responsibly” at the Ivey Business School in Canada teaches individuals to become more responsible by helping them unpack their lived experiences. This Advisor offers key insights gleaned from the course.
In this Advisor, Barbara A. Carlin delves into sneaky problems commonly faced by leaders. These problems are sneaky because cognitive biases that creep into our decision-making cause us to overlook their ethical implications. The biases detected in the decision-making problems illustrated here include nonmonetary transactions, the framing effect, and ill-conceived goals.
Leaders who demonstrate agility may be the cornerstone of our future — be it for a team, a company, or a nonprofit organization. In this Advisor, Cutter Fellow Emeritus Jim Highsmith offers some advice for preparing these agile-adaptive leaders.
Jeff Smith dreamed of making an Agile culture something you could learn, practice, measure, and improve. In this Amplify Update, the second in a series, we follow Smith as he moves from Suncorp to IBM and then World Kinect, defying conventional wisdom to lead these companies on a digital transforming journey. Even as Smith communicated the journey’s purpose simply and clearly, mandated culture change, radically reformed the middle management layer, and modernized delivery, he never forgot the importance of balancing performance with people.