To harness the power of corporate purpose, CEOs and other senior executives must pressure-test that purpose with their teams, employees—and themselves.
Leaders must actively manage the energy of their workforces, cultivate the quality of employee relationships, and demonstrate a capacity for resilience to recharge their organizations during crises.
A large spotlight is shining on corporate actions these days, and all stakeholders have growing expectations. A board’s involvement in defining purpose helps meet those expectations.
More than ever, great customer experience depends on the human factor. That has major implications for how the customer-experience organization operates.
Normalcy by spring, and herd immunity by fall? We assess the prospects for an end in 2021.
When it comes to employee happiness, bosses and supervisors play a bigger role than one might guess.
Creating strong links to an individual purpose benefits individuals and companies alike—and could be vital in managing the postpandemic uncertainties.
Börje Ekholm discusses the impact of the crisis on global telecom networks and the coming 5G transition, as well as the future of work and challenges to the physical and mental health of employees.
Challenged by the global pandemic, CEOs have made four shifts in the way they lead.
Five talent-management practices can help steer organizations through new ways of working and into the post-COVID-19 era.