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.
展望下一个十年，传统企业将面临越来越复杂的竞争格局和愈加频繁的技术冲击，不妨向中国互联网企业“取经”，探索未来组织形态转型的方向。
企业战略规划是一个从思考、制定、执行到审视更新的动态过程，是企业在漫长的行军道路上克敌制胜的武器；同时，企业战略规划凝结着管理者的智慧和团队的努力，是一幅独特的画卷，能够描绘出企业基业常青的美好景色。
面对席卷全球的数字革命，缺乏数字化DNA的企业必将面临生存危机，构建数字化组织势在必行。
大多数CEO依旧很难在任期内实现真正的成功。不过，CEO可以通过熟练运用五条法则，提高成功的概率。
数字化人才成为企业竞相追逐的稀缺资源。BCG和国际线上招聘公司The Network共同揭示了数字化专家的流动特性与工作偏好，帮助企业在未来构建数字化能力中拔得头筹。
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.
Read this post on Forbes >>
Or explore Grant’s collection >>
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.
Read this post on Forbes >>
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.
Read this post on Forbes >>
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.
Read this post on Forbes >>
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.
Read this post on Forbes >>
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.
Read this post on Forbes >>
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.
Read this post on Forbes >>
TALENT WINS GAMES, TEAMWORK WINS CHAMPIONSHIPS
Leaders should focus on collaboration, cooperation, and teamwork—as opposed to the performance of any single employee.
Read this post on Forbes >>
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.
