The building blocks of effective leadership never change.


With the immense rate of change in today’s business landscape, leaders need to be thinking about their adaptive leadership skills.  

In these transformational times, the ability to communicate in a way that inspires followership, drives alignment with organizational values, and develop talent becomes increasingly important.

What else do leaders need to pay particular attention to?  Our "Leading through disruption" article offers specific guidance.


wef agility2 simon freakley

CEO Panel: Agility at all costs?

To adapt to constant change brought about by the Fourth Industrial Revolution, business has adopted an "agility first" prescription to future-proof their company and outlast disruption. What are the trade-offs and big bets business leaders are facing in the race for agility?  (Panel video is 60 minutes.)

Turnaround, Transformation Or Stay The Course – Which One Are You?

Companies are always in one of three states: Turnaround, Transformation, or Stay-the-Course. Which one are you leading?

chief executive transformation or turnaround

In many ways, this question is THE question. Change is a given. The hard part is sorting out the magnitude and the speed.  Little changes in IT systems, mid-level changes in supply chains, big changes in products or service lines, major changes in leadership—every company will face all of these. Determining when, what, and how fast is the art and the science, and not surprisingly, doing it well is hard.

Reflecting on my experience with many CEOs and a diverse set of organizations, it seems that there are some key factors to consider when deciding the scope, pace and magnitude of change.  Consider a list of external and internal factors - your organization is likely grappling with many of them to different levels.  

Typically, it is the aggregate of these factors that dictate whether your company is in need of turnaround, transformation, or staying the course for now.  So, what’s the difference? At the highest level, the differentiation is largely financial. And that mandates a change in orientation.

To assess your own company, read the full article by AlixPartners managing director and senior vice chair Fred Crawford on Chief Executive Magazine.