Industrial revolutions are momentous events. By most reckonings, there have been only three. The first was triggered in the 1700s by the commercial steam engine and the mechanical loom. The harnessing ...

This moment in history provides an opportunity, and a spur, for all organizations to ground themselves in their purpose — that is, to focus intensely on the core questions: Why do we exist? Why are we ...

A version of this article appeared in the Winter 2020 issue of strategy+business. In the 2019 PwC Global Crisis Survey PDF, 69 percent of respondents said they expected a global crisis in the next ...

But simply understanding the need for distributed responsibility is not sufficient if leaders don’t understand what it means to demonstrate responsibility themselves. One way of demonstrating ...

Although some people thrive in such ambiguity, most people tend to be resistant to change. I’ve seen this dynamic many times in the organizations I have worked for and worked with, which has led to a ...

The pandemic has encouraged some bad behaviors that leaders need to look out for in the new hybrid world of work. A new book suggests that the ways in which CEOs define the relationship between ...

When you look at strategy as a frame of mind to be cultivated, rather than as a plan to be executed, you are far more likely to succeed over the long run. That is the core premise put forth by Cynthia ...

A large auto manufacturer asked a consulting firm to evaluate its competitive position in relation to ride-sharing startups building autonomous vehicles. Instead of viewing this as a classic strategy ...

A version of this article appeared in the Summer 2021 issue of strategy+business. In the blink of an eye, COVID-19 disrupted the business environment and illuminated a profound, sometimes overlooked ...

With an introduction by Ram Charan. The heart of a company’s business model should be game-changing innovation. This is not just the invention of new products and services, but the ability to ...

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.

Rita Gunther McGrath thinks it’s time for most companies to give up their quest to attain strategy’s holy grail: sustainable competitive advantage. Neither theory nor practice of strategy has kept ...