What are the limits of "scientific management" and its associated mindset and toolbox? And what is the alternative? We delve into what we know from the arts, history, and philosophy about the power of beauty to inspire, unleash and unite.

Organizational scholar and professor at Harvard Business School, Ranjay Gulati shares insight into his latest book, introducing the concept of “deep purpose” in achieving company-wide commercial value and social good.

Learn how Chinese entrepreneurs -- long guided by Confucianism's emphasis on authority and regulation -- are now looking to Taoist philosophy for a new, dynamic leadership style.

Setting a purpose is an easy exercise to pursue when no discomfort or change is involved. The purpose of purpose is to change the current reality, not to justify it.

Our research leveraging natural language processing shows that firms pursuing a purpose have been rewarded by faster growth, higher employee engagement, and, paradoxically, superior financial performance.

During Web Summit in Lisbon, the House of Beautiful Business convened an eclectic group of thinkers and makers to craft a human vision for the future of work and business.

Grant at Shiloh and the Executive’s Trinity

Most CEOs recognize that they are facing what will likely be the largest test of their tenures. Learn what effective leaders are doing now to move their people and their organizations forward.

How much impact do CEOs have on their firms? And what differentiates top-performing CEOs? We studied the tenures of 7,000 CEOs worldwide to identify how much and how they affected their companies’ performance trajectories, after adjusting for other factors.

Most leaders haven’t dealt with a crisis of this magnitude. Here are the traps to avoid and the principles to heed.

We can define corporate statesmanship as the action of a company, and in particular of its CEO, to intervene in public affairs to foster collective action in support of the common good beyond the scope of his or her enlightened self-interest.

Executives spend too much time on information processing, reaction and execution, and not enough on slow, deliberative, reflective thinking.

Moyo argues that today’s boards have three main tasks: shaping the company strategy, selecting leaders (in particular, the CEO), and safeguarding the company’s culture, ethics, and values. She provides valuable advice on how these central tasks can be executed effectively.

Despite massive changes in the business environment, bureaucracy has shown remarkable staying power. In this piece, we explore the nature of bureaucracy and whether and how emerging challenges will require leaders to reinvent their organizational models.

Chiefs of staff and administrative assistants play an often-unheralded but critical role in harnessing their bosses' time and energy and amplifying their effectiveness.

How much impact do CEOs have on their firms? And what differentiates top-performing CEOs? We studied the tenures of 7,000 CEOs worldwide to identify how much and how they affected their companies’ performance trajectories, after adjusting for other factors.

As change in the business environment accelerates, it requires the same of not only businesses but also their boards of directors.

The pandemic unleashed a global experiment in productivity and performance. Just as public health officials have much to learn from the crisis, so too do corporate executives.

The experience of work during a time of pandemic has revealed a hidden driver of organizational performance: relational productivity.

To overcome climate inaction, we must understand the rationale for individuals’ behaviors, identify the groups that could change those behaviors, and work with those groups to transform vicious cycles into virtuous ones.

Despite massive changes in the business environment, bureaucracy has shown remarkable staying power. In this piece, we explore the nature of bureaucracy and whether and how emerging challenges will require leaders to reinvent their organizational models.

Applying a new approach to chronic child hunger in Tanzania yields powerful lessons for governments and organizations that are tackling other tough challenges.

Companies are revolutionizing how people work. Now they need to transform how managers manage.

Burnout is real, and it has increased significantly since the pandemic struck. Moss's new book attempts to explain burnout and provide strategies to navigate these challenging times.

The best companies will get back to the office — it’s the only way workers can read the room and optimally align their interactions.

The rapid changes brought on by Covid-19 were unprecedented, but remote work (and the concerns that accompany it) is not new. In her book, Neeley provides evidence-based answers to these pressing concerns as well as practical guidance for internalizing and applying best practices.

Together with Humanyze, a startup focused on workplace analytics, we looked at how the pandemic has shaped how we interact and work.

The expansion of remote work and a dynamic need for new capabilities have given way to an on-demand talent model that allows companies to expand or contract their access to specialized, experienced workers as required.

By helping preserve energy, novelty, motivation, and peace of mind, leaders can build the stamina in their organizations.

Today’s organizations were designed for stability. Tomorrow’s must accommodate change and uncertainty—by accelerating learning, combining people and machines, leveraging ecosystems, and continually evolving.

There is now a window of opportunity to build bridges for skilled global talent that would ignite innovative growth. It’s not politicians but business leaders who hold the keys to make this happen.

When money no longer buys happiness, companies must rethink their approach to DEI.

A first report in a series that explores the innovative potential arising from the global movement of skilled workers and examines the implications for CEOs and policymakers.

Companies that increase the diversity of their workforce on multiple dimensions, and create an environment that welcomes new perspectives, boost their capacity for innovation and their ability to withstand the unexpected.

There is a statistically significant relationship between diversity and innovation

Diversity in large organizations continues to be elusive, in spite of prolonged efforts and investments and the proliferation of diversity initiatives across companies.

Drawing on decades of lessons learned from supporting families and the businesses they own, the book brings conflicts to life through the lens of a fictional family and the business conglomerate they own.

Lachenauer, the CEO of BanyanGlobal argues that family businesses can represent both the best and worst forms of capitalism. He outlines what separates the best from the worst, and describes the steps needed to build enduring family businesses.

Conflicts arising from emotions are rarely about material issues like money or other matters of self-interest. These "soft" issues are often harder to resolve than the "hard" stuff.

By anticipating and addressing key issues, family owners can reduce risk, manage conflict, and promote prosperity.