Leading Change

An engaged workforce positions a company’s digital initiatives for success.

Aspiring leaders need to harbor healthy skepticism of the digital technologies they champion.

Royal Philips’ experience highlights what it takes to develop a digitally inspired value proposition.

How a tweet about corporate culture made the wrong point go viral.

People who are satisfied with the current way of doing business are not likely to transform it.

Empirical analysis reveals that conventional wisdom about big, risky change initiatives is often wrong.

Many executives don’t recognize the threat posed by failing to respond to digital disruption.

What happens when a large, established bank decides to adopt agile as a management model?

As more and more work is done by technology, lifelong learning will be the key to employment.

Successful digital transformation depends on risk-taking, communication, and tolerance for failure.

A reader argued that if companies are managed effectively, radical change shouldn’t be necessary.

The cost of bad data is an astonishing 15% to 25% of revenue for most companies.

Duke Energy CEO Lynn Good reflects on guiding her company in an industry in transformation.

A proactive approach can defuse the internal politics that often derail digital maturation.

Digitization alone doesn’t make your company “digital” — but these five guiding principles can help.

How can leaders translate strategic complexity into simple and flexible guidelines that get results?

Ideas that have anchored technological decision-making have become unsuitable for the emerging world.

To successfully lead big change initiatives, executives must master a wide range of leadership skills.

Emilio J. Castilla’s article “Achieving Meritocracy in the Workplace” wins the 2017 Beckhard Prize.

A vision commonly held throughout the organization must begin with the leader’s image of a credible, optimal future state.