Boards, Corporate
In today’s business world, leaders face unprecedented challenges that have fundamentally altered corporate governance. The familiar VUCA framework (volatile, uncertain, complex, ambiguous) that guided organizations for decades no longer fully captures our current reality. We’ve entered what experts now recognize as a BANI world — brittle, anxious, nonlinear and incomprehensible — demanding a complete rethinking of leadership and governance strategies.
Corporate, Private Equity, Public and Social
Disney, Starbucks, P&G, Microsoft, GE, Ford, Twitter, Dell, Nike, and scores of other marquee companies in their prime have stumbled painfully in CEO transitions.
Corporate, Private Equity, Public and Social
A complaint we hear often from boards is that the volume of data received from HR comes without a clear sense of the few salient datapoints that should have the greatest impact on strategy-setting and policymaking.
Corporate, Private Equity, Public and Social
The pandemic has changed more than where we work; it’s also required us to reassess how we work.
Corporate, Private Equity, Public and Social
It is tempting to assume that the largest academy companies like GE and McKinsey have an edge when it comes to developing talent.
Corporate, Private Equity, Public and Social
Maintaining the CEO pipeline is most boards’ top succession planning challenge. Yet even at the most respected companies with disciplined succession processes in place, well-suited candidates may be overshadowed by “safe” or “chosen” ones.
Corporate, Private Equity, Public and Social
The careers of talented executives are often derailed by seemingly trivial issues, many of which are utterly fixable.
Corporate, Private Equity, Public and Social
Most leaders are, deep down, afraid of failure. But a 10-year study of over 2,600 leaders showed almost half (45%) suffered at least one major career blow-up — like getting fired, messing up a major deal, or blowing an acquisition.
Corporate, Private Equity, Public and Social
Check out five of the most common safety traps executives fall into when selecting the people that make up their leadership team.
Corporate, Private Equity, Public and Social
It turns out that everything you might think about CEOs may be wrong.
Corporate, Private Equity, Public and Social
People assume CEOs had their eyes on the top job from day one. Actually that’s not the case – our research shows 70% of CEOs don’t start out their careers with that goal in mind.
Corporate, Private Equity, Public and Social
As the public debates the merits of the recent corporate tax cuts, most people are dangerously oblivious to a bigger and in the long run costlier problem: that of picking the wrong CEOs to lead companies in the first place.
Corporate
Elena L. Botelho and Kim R. Powell overturn the myths about what it takes to get to the top and succeed.
Corporate, Private Equity, Public and Social
We were recently called up to Chicago to coach an entrepreneur of a $50-million company whose frustration level with his board was moving toward detonation.
Corporate, Private Equity, Public and Social
Congratulations, you’ve made the short list of candidates for your dream job. Now all you have to do is pass the final test: How do I walk into the room and convince the decision makers that I’m their best choice?
Corporate, Private Equity, Public and Social
In a dataset of 2,600 CEOs, analysts were surprised to discover that 8% had no college degree.
Corporate, Private Equity, Public and Social
To develop successful relationships, a new CEO needs to jump right in when it comes to establishing a leadership role with the board.
Corporate, Private Equity, Public and Social
A 10-year study of more than 17,000 C-suite executive assessments looked at who gets to the top and how.
Corporate, Private Equity, Public and Social
At the top of the ladder, the stakes are high and the demands intense. Too many CEOs falter in the job; about a quarter of the Fortune 500 chiefs who leave their firms each year are forced out.
