A venerable multinational is forced to search in unusual places to reverse a creeping decline, and emerges stronger than ever.
This report is your personal invitation to enter the Flight Deck of today’s globalizing mid-caps. To hear what C-suite leaders are confidentially revealing - in their own words.
Intelligent behavior has long been considered a uniquely human attribute.
As a rule, management positions at larger asset managers and private banks are only reached by people who have a practical track record, or training, in digitization.
Managers with good Personal Governance carefully cultivate their personal reputation, and by association, the reputation of their organization. Doing so has never been more critical.
For a CEO, it is ever more critical to understand and build on the different perspectives that impact success: customers, competitors, partners, employees.
When eager suitors enter the arena, what should the rules of the game be? Short-term profit maximization for shareholders, or longer-term value optimization for stakeholders?
The pressures surrounding digital disruption and security are intensifying. And the digitization debate is gathering pace.
In times of Industry 4.0, the Internet of Things, etc., managers need more than ever before to be adaptable, open to change in leadership culture, and break with old patterns if they are to succeed as
Companies must learn to cooperate as well as compete if they’re to survive in an increasingly digitized world, says the Managing Partner of Amrop Jenewein, Günther Tengel.