Insights
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How we formed a strategy – and then adapted it to a global pandemic
Making strategy is a process that can generate friction—and can also be a positive force to help an organisation adapt and respond to unexpected events.
Lessons from CEOs: leading through the Covid-19 crisis and beyond
Many CEOs have found their crisis management frameworks inadequate, requiring more dynamic approaches that are better at “sensing and responding”.
The PEP framework: how business can harness the power of purpose
By tapping into corporate purpose and individual management style, PEP fosters outcomes that benefit all stakeholders in a corporate ecosystem.
Leading in a crisis: Covid-era CEOs are ‘keen, tough or edgy’
Our interviews show that many business leaders overestimate their capability to cope with stress. Here's how everyone can come out of this crisis stronger.
Investors want gender diversity on boards—but aren’t sure about targets
While investors are split on the issue of adopting targets, support is growing for taking proactive steps to promote greater board gender diversity.
CEO activism: should leaders speak up about social causes?
Nearly two-thirds of people want CEOs to take the lead on policy change instead of government. Here are three rules on when and why a CEO should speak up.
Governance after the pandemic requires a stewardship approach
Covid-19 heralds big changes for how boards and teams work amid a global digital transformation. A stewardship approach can help to manage fracture points.
Digital disruption: how will Covid-19 affect the future of work?
The pandemic is forcing a mass upgrading of our digital literacy—and the ability of businesses and individuals to adapt to new ways of working.
