Professor Rory McDonald, an expert in disruptive strategy, urges corporate leaders to learn from startups—and preschoolers—as ...

For Honda, Waigaya Is the Way At the Japanese auto giant, unplanned, agenda-free meetings are ubiquitous and indispensable.

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.

The Thought Leader Interview: Manfred F.R. Kets de Vries INSEAD’s expert on leadership development clarifies how self-awareness can break the destructive pattern of corporate narcissism.

Danaher’s Instruments of Change An s+b Roundtable: Highly focused and diversified, this industrial company grows through acquisition, customer-facing innovation, and continuous improvement.

The four X factors of exceptional leaders Understanding what differentiates a great leader from a good leader will help companies make the right choices for the top jobs.

Rethinking Strategy in a Networked World (or Why Michael Porter is Wrong about the Internet) The Harvard strategy guru errs when he says partnerships erode competitive advantage, the author contends.

Using neuroscience to make feedback work and feel better Research shows that using feedback is how organisms — and organizations — stay alive. Here’s how leaders can make the most of the ...

This classic guide to organizational change management best practices has been updated for the current business environment. To read the newest article, click here. Or, to watch a related video, click ...

A strategist’s guide to upskilling Companies and local governments can unlock opportunity by working together to raise the quality of talent. See also “ 6 steps to upskilling your people.” ...

Practicing strategy in an uncertain world A modern strategy that works will require leaders to learn new skills and apply new tools. Here’s a primer for a refreshed approach.

China’s most recognizable brand has plans to overtake Apple and Samsung.