穿越危机风暴：亚太地区董事长谈韧性领导力
BCG与亚太地区17位杰出的董事长进行了对谈，了解迄今为止他们从新冠疫情中吸取的经验教训，并确定了他们在面对即将到来的复苏时所需考虑的首要问题。
BCG与亚太地区17位杰出的董事长进行了对谈，了解迄今为止他们从新冠疫情中吸取的经验教训，并确定了他们在面对即将到来的复苏时所需考虑的首要问题。
今天的中国已迈入改革开放的第43个年头，而对于在此过程中不断成长和壮大的民营企业而言，企业经营的“接力棒”交接已成为诸多企业、尤其是家族企业的重要议题。本文将结合优秀家族企业的先进实践展开探讨。
中国作为全球碳排放最大的国家，实现碳中和任重道远。无论是实现自身碳中和，还是赋能碳中和，中国互联网与高科技企业都注定躬身入局。
数字化最成熟的企业在价值创造方面领先于其它企业，事实也证明了这些企业在危机期间更具韧性。BCG发现，有四个加速器与这些企业将战略转化为成果和市场主导地位的能力密切相关。
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How to Care for Your Workforce in a Crisis
Competing home responsibilities, barriers to inclusion, and social isolation are everyone’s problem. It’s time for businesses to fight back.
Ulrike Schwarz-Runer, a managing director and senior partner and BCG's general counsel, shares her reflections on the value of having a mentor, though she believes this term to be inadequate.
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Five key practices can unify leaders up, down, and across the organization—and spark concerted action.
A joint study by BCG and the World Federation of People Management Associations, based on a global survey, focuses on three priority areas for HR action.
To take DEI to the next level, look beyond broad categories of race, gender, and sexual orientation to discover what truly shapes employees’ experiences at work.
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Cell phones, social media, messaging software, and multitasking are robbing our attention, as our monkey minds jump from one notification to another. Mickey McManus, a BCG senior advisor and leadership coach, explains how these distractions strip our cognitive capacity and even our ability to make ethical decisions. Is this the price of “progress,” or is there something to be done? McManus offers tips for everyone from the board and C-suite to the front line to enable companies and employees to regain control of our cognition.
A flood of new solutions is vying to help companies manage their workforce. In this crowded market, players can pursue three strategies to win share.
Companies take three key actions to find talent in new and hidden places.
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.
Dynamic, innovation-led economies require lots of digital technology experts. Here are measures policymakers can take to attract both digital talent and companies needing their services.
A growing global skills mismatch offers tremendous opportunities for institutions and businesses to step up, upskilling and reskilling today’s workforce.
Companies that build advanced continuous-learning organizations can attract and keep the best talent—and create lasting competitive advantage.
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.
Companies compete on their capacity to learn quickly—and building an effective learning ecosystem is essential to gaining advantage in this critical area.
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.
