December 2007
By focusing on talent development, new roles for finance, and creative benchmarks, CFOs can deliver a competitive advantage to their companies.
Abstract
November 2007
Executives place the environment and climate change in a class of their own when evaluating the impact of societal issues on shareholder value. They also indicate that companies are getting a little better at managing sociopolitical issues and understanding what the public wants.
Abstract
November 2007
The key to effective communication: make it simple, make it concrete, and make it surprising.
Abstract
October 2007
Business leaders are now more inclined to incorporate society’s expectations into their core strategies but face many challenges when they do.
Abstract
May 2007
A founding father of public-opinion research explains why shareholder value isn't enough.
Abstract
May 2007
The former vice president and his partner in an investment-management firm argue that sustainability investing is essential to creating long-term shareholder value.
Abstract
May 2007
Sixty-eight percent of executives say that large corporations make a generally or somewhat positive contribution to the public good. Yet only 48 percent of consumers agree.
Abstract
May 2007
Companies must gain a better understanding of consumer perceptions and expectations about corporate social responsibility if they are to win the public's trust.
Abstract
February 2007
A veteran Silicon Valley CEO and mentor of CEOs talks about his years in high tech.
Abstract
February 2007
The ex-president of Goldman Sachs talks about his experiences as a reformer of board governance in China.
Abstract
February 2007
The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.
Abstract
February 2007
Companies cannot achieve superior and lasting business performance simply by following a specific set of steps.
Abstract
January 2007
US business executives say they should play a much greater role in shaping debate about sociopolitical issues and leading efforts to effect change.
Abstract
December 2006
Bob Lane details the steps his company took to engage the whole organization in an operational and cultural transformation.
Abstract
November 2006
The CEO of JP Morgan Chase discusses postmerger integration, risk, and leadership.
Abstract
October 2006
A panel of executives explores why private equity has been
giving public ownership such a run for its money.
Abstract
August 2006
Family-owned companies run by eldest sons account for a good deal of the managerial-quality gap between the countries in a study.
Abstract
May 2006
To address business and sociopolitical issues, CEOs will have to draw on a different set of skills.
Abstract
May 2006
John Hammergren discusses his strategy to revive a wounded company.
Abstract
May 2006
Executives ignore sociopolitical debates at their own peril.
Abstract
March 2006
Companies provide earnings guidance with a variety of expectations—and most of them don't hold up.
Abstract
February 2006
Andy Stern discusses his ideas for reversing the long decline of US organized labor.
Abstract
January 2006
Executives say they face a host of worries about society's expectations of their companies, which can—and must—do better.
Abstract
September 2005
Business and government should be partners, not rivals—let alone enemies.
Abstract
August 2005
The days, weeks, or months between taking the job and assuming power are precious. Put them to good use.
Abstract
August 2005
By building social issues into strategy, big companies can recast the debate about their role in society.
Abstract
February 2005
Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization.
Abstract
November 2004
It takes two, says Jack Creighton, a veteran of many top executive jobs.
Abstract
May 2004
Corporate governance in Asia has improved, but implanting new forms of behavior will take time.
Abstract
May 2004
Trust in business is low. Reinforcing the independence of corporate boards by separating the positions of chairman and CEO could help rebuild it.
Abstract
February 2004
Global corporations and the developing countries where they invest actually have symbiotic objectives.
Abstract
August 2003
What counts isn’t the bottom line but rather how it is calculated.
Abstract
June 2003
In even the largest and best-managed companies, hundreds of organizational muddles take place every day. Throughout the economy, they add up to a staggering waste of our national resources.
Abstract
May 2003
Basic principles should be the underlying and overriding component of a company’s system of management.
Abstract
November 2002
The president and CEO of the Philippines’ largest and most conservative family conglomerate expounds on the value of financial discipline, trust, and good governance in a volatile market.
Abstract
November 2002
Companies that address the social concerns surrounding contentious markets may well find the effort rewarding.
Abstract
June 2002
As investors home in on business fundamentals and credible accounting, the CFO’s traditional oversight of planning and performance takes on new urgency.
Abstract
November 1997
In his book The Will to Lead, Marvin Bower, McKinsey’s managing partner from 1950 to 1967, urges senior managers to abandon command-and-control structures and adopt a program to develop leaders, starting with themselves. In this excerpt, he explores the attributes of leadership.
Abstract
November 1996
An excerpt from Management Redeemed: Debunking the fads that undermine our corporations.
Abstract
August 1995
High-performing companies share six defining management characteristics. This discussion explores those traits and the companies that embody them.
Abstract
May 1995
Most companies lack the leadership they need to fulfill their ambitions, but there are ways to quickly build a company's leadership capacity.
Abstract
May 1994
A leader’s best chance to lock in new organizational norms is usually during the first few months on the job.
Abstract
February 1993
The leader's role is to turn separate initiatives into a balanced, integrated program of change.
Abstract