The COVID-19 crisis has opened a rare window of opportunity for companies to reinvent how they serve their customers and support their employees.
The ongoing COVID-19 experiment in remote working is bringing substantial benefits to managers and employees alike. Here’s how to consolidate the gains.
Leaders should be managing remote working conditions amid the uncertainty of today and prepare for and optimize the hybrid working models of tomorrow.
Learn how your company can hold onto the valuable productivity gains made during the pandemic.
As a follow up to the Harvard Business Review article “Rethinking the On-Demand Workforce,” Harvard Business School’s Joseph Fuller and BCG’s Allison Bailey explain in this podcast how organizations can unlock value by strategically deploying digital talent platforms for highly skilled workers.
Organizations can move out of their state of suspended animation and build a new compact based on trust with their employees.
The experience of work during a time of pandemic has revealed a hidden driver of organizational performance: relational productivity.
The crisis is changing the way we work at lightning speed. To survive and thrive in the years ahead, companies will have to adapt and respond—and get started immediately.
Effective people-centric solutions—in areas such as workforce flexibility, corporate purpose, and digital readiness—can play a big role in helping companies find their way through the crisis.
Companies are spinning their wheels when it comes to building diversity in leadership. Why? Because they are not focusing on the root causes of the problem.
Like a CTO, the leader of an alpine climb must marshal all of his or her skills in program design, motivation, and contingency planning to tip the odds toward success.
In the heat of the pandemic, leaders instinctively made people their priority. As they move forward to transform, how do companies keep employees front and center?
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
Three essential elements—head, heart, and hands—can help leaders keep their teams engaged and motivated through a time of uncertainty and radical change.
SO LONG, FAREWELL, AUF WIEDERSEHEN, GOOD NIGHT—BE KIND; CHANGE THE WORLD
There are few times in modern history when the world was more in need of kindness and change. This is among the huge responsibilities that comes with leadership: to be kind and help change the world.
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A PERSONAL PLEA FOR LEADERS TO HELP PARENTS, ESPECIALLY WOMEN, JUGGLE COVID, FAMILY AND CAREERS
If you don’t proactively develop a caregiver strategy, you’ll lose more than just hard-won progress on gender diversity. You may also lose some of your most valuable employees and future company leaders.
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Or explore Grant's Collection >>
CULTURE CHANGE NEEDED FOR LGBTQ EMPLOYEES TO "FEEL AT HOME" AT WORK
Companies have a moral, legal, and fiduciary obligation to create open-arms policies that make their firms magnets for top talent. Leadership is especially critical in promoting diversity and inclusion.
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Or explore Grant’s collection >>
COVID-19 AND OUR NEW BIONIC SOCIETY
The COVID-19 pandemic proves the need to permanently integrate data, technology, and human sensibilities.
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Or explore Grant’s collection >>
INDRA NOOYI'S PASSIONS" PEOPLE, PERFORMANCE & PURPOSE AT PEPSICO AND BEYONS
Former chairman & CEO of PepsiCo Indra Nooyi’s new book focuses on how to integrate work & family—and demonstrates why her leadership style continues to inspire.
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THE END OF MANAGEMENT AS WE KNOW IT
Don't expect the management career ladder to totally disappear. Do expect it to morph into something significantly different.
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REACHING YOUR DIGITAL TIPPING POINT REQUIRES AN "ALL IN" EFFORT
Companies must master and control emerging technologies to take charge of their next customized digital initiative.
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TALENT WINS GAMES, TEAMWORK WINS CHAMPIONSHIPS
Leaders should focus on collaboration, cooperation, and teamwork—as opposed to the performance of any single employee.
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With problems intensified by COVID-19, companies are using digital platforms to hire gig workers ad hoc with the capabilities they require. Now is the time to get strategic.
The rapidly changing workplace presents an imperative—and an opportunity—for employees to reenergize their learning and capabilities.
To thrive in the post-pandemic economy, companies must make learning an integral part of their culture and operations.
A growing global skills mismatch offers tremendous opportunities for institutions and businesses to step up, upskilling and reskilling today’s workforce.
Countries must strive to achieve human-capital development that serves the economies of tomorrow.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
Revolutionary tech advances, the changing paradigm of training, and the rise of the bionic company demand radical rethinking of the corporate L&D function.
Digital might sometimes seem like an enemy in the workplace, but you can make it an ally as you build an enterprise-wide learning ecosystem.
When enterprises and employees agree to collaborate to develop and deploy digital skills, the workplace can be transformed, without repeating the mistakes of the Industrial Revolution.
