Strategic Clarity

A new report from Bain & Company and the World Economic Forum highlights the digital traceability journey and the challenges companies face along the way

Unprecedented private equity deal flow means more leaders than ever are stepping into the portfolio-company CEO role. Here’s guidance from the experts on the role’s unique challenges and demands.

How Santos CEO Kevin Gallagher led a comprehensive reform of the Australian energy company’s operating model.

Real time is the new just in time in digital transformations.

Improve their experience — and your bottom line.

Bain & Company’s second annual Global Technology report explores the drivers of rapid tech growth as well as implications for consumers, businesses and geopolitics

They don’t cascade, they integrate

When B2B companies let technology drive their pricing governance models, they can lose sight of their strategic objectives. Smart pricing authority keeps them on course.

Embracing long-term thinking can transform your career and business.

Research on the concept of “collective intelligence” has shown that in many cases, groups tend to come up with more accurate estimates after discussing a question than individual experts do on their own. However, a new study found that while this holds true for quantitative questions — i.e., “How long will the project take?” — groups are actually less accurate than individuals when it comes to yes/no questions, such as, “Will the project be done before the deadline?”.

How Companies Can Lead with a Long-Term Mindset

The following article details a research experiment developed over the last year and a half within Autodesk Research. More specifically, we’ll walk you through a project exploring how to engage a global community of innovators with foresight methods and the learnings that were teased out of this process.

The traditional process of making strategy is about managers finding a way to align a company’s capabilities with its opportunities and environment. That works well enough when environments are relatively stable, but not in highly unstable ones.

It’s easy to tell when a trend is in the process of transforming an industry. What’s trickier—and more powerful—is identifying them before their impact is unmistakable.

When the author agreed to accept the top job at UPS, the global shipping service, in late winter of 2019, she expected to steer the company toward a brighter future. She had no idea that she would have to do it during a global pandemic that made her organization an essential service but kept most people at home and pushed demand for shipped goods to holiday levels year-round.

How taking time out to explore and reframe problems might help stretch our innovation capability

With stakeholders and shareholders vying for attention, CEOs need to develop a new kind of ethical leadership to build trust in society and deliver results.

Businesses must root strategy in moral purpose to thrive in a complex, rapidly changing world.

Why are some brands able to succeed spectacularly where so many fail? When the people aren’t better or worse — not harder working, more dedicated, bolder or luckier than anyone else?

Thanks to digital technologies and digitally savvy customers, companies across industries can create a customer experience unlike anything ever seen before. CEOs, take note: this could be the biggest growth opportunity to come along in decades.