Strategy + Business
When a new CEO takes the helm some argue big changes in the executive suite are necessary, because CEOs can more quickly put their stamp on the firm if they bring in their own people. Taking the opposite view, some analysts suggest that because incoming CEOs have so much on their plate, they’re making a mistake if they don’t tap into the internal knowledge and expertise possessed by incumbent executives.
A new study offers a more nuanced appraisal of the dynamics in post-succession C-suites. The analysis showed that the new CEO should be prudent - if the newcomers differ too much from the incumbent top management team, a factional fault line might arise.
How COVID may permanently transform the CEO role
McKinsey & Company
The COVID-19 crisis has put CEOs and the organisations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for CEOs to evolve the nature and impact of their role.
This article provides a transcript of a discussion with Carolyn Dewar and Monica Murarka of McKinsey & Company’s CEO Excellence work about the shifts that top-performing CEOs have taken in how they lead - changes that have the potential to permanently transform the CEO role.
Report: perspectives on the climate crisis through COVID-19
This report provides valuable insight on how the pandemic has impacted consumer attitudes to the environment.
This report provides insights that business and brand leaders should have front of mind when reviewing their sustainability strategy and narrative for customers, employees, shareholders and other stakeholders:
- Pandemic highlights generational divide in the fight against climate change
- Crisis-weary consumers demand a sustainable, green financial sector
- People want businesses to play a bigger role in tackling climate change