Boards
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.
Boards, CEO and C-suite Succession
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.
CEO and C-suite Succession, Executive Selection
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.
CEO Advisory, Executive Development & Coaching
The pandemic has changed more than where we work; it’s also required us to reassess how we work.
CEO Advisory, Executive Development & Coaching
It is tempting to assume that the largest academy companies like GE and McKinsey have an edge when it comes to developing talent.
Boards, CEO and C-suite Succession
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.
CEO Advisory, Executive Development & Coaching, Executive Selection
The careers of talented executives are often derailed by seemingly trivial issues, many of which are utterly fixable.
CEO Advisory, Executive Development & Coaching
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.
CEO Advisory
Check out five of the most common safety traps executives fall into when selecting the people that make up their leadership team.
Boards, CEO Advisory, CEO and C-suite Succession
It turns out that everything you might think about CEOs may be wrong.
CEO Advisory, CEO and C-suite Succession
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.
Boards, CEO and C-suite Succession
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.
CEO Advisory, CEO and C-suite Succession
Elena L. Botelho and Kim R. Powell overturn the myths about what it takes to get to the top and succeed.
Boards, CEO Advisory
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.
Executive Selection
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?
CEO Advisory, CEO and C-suite Succession, Executive Development & Coaching
In a dataset of 2,600 CEOs, analysts were surprised to discover that 8% had no college degree.
Boards, CEO Advisory, CEO and C-suite Succession
To develop successful relationships, a new CEO needs to jump right in when it comes to establishing a leadership role with the board.
CEO Advisory, CEO and C-suite Succession, Executive Development & Coaching
A 10-year study of more than 17,000 C-suite executive assessments looked at who gets to the top and how.
CEO Advisory
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.
