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A study in Brazil shows how management consulting's gender gap affects the leadership ranks in strategy.

How Canada’s largest digital payments company is using blockchain to seize new market opportunities in the energy and health care sectors.

Two-time TEDx speaker, author and transformation expert, Ron Carruci looks at how to design transformational change systemically.

In this research, energy expert and innovator Lawrence Orsini shares his work on blockchain applications that will transform global energy grids at local, national, and international levels.

This infographic explores how blockchain can improve global trade for all stakeholders—banks and financiers, corporations, logistics companies, regulatory bodies, insurance providers, and customs authorities—and lays out a road map for...

This research examines the intersection of AI and blockchain technologies.

Removing the resistive forces to change by reducing learning anxiety is the key to unlocking the discretionary effort of your people to maintain the viability and vibrancy of your business.

This workbook helps you to explore why your organization is surprised in the first place, and how you can handle your surprises more effectively.

Organizations cannot change unless their people change, and most transformation efforts fail because organizations over-emphasize the tangible side of change and under-emphasize the emotional one.

Organizations are disappearing at an increasingly alarming rate. This mass extinction is happening because companies can’t evolve quickly enough to keep up with the accelerating rate of change. If organizations can’t adapt they die.

A tool called Organization Network Analysis (ONA) allows companies to uncover their hidden Zappers—those who create energy—and connect them together into networks that fuel discretionary effort.

Successful organizational transformation requires an empathic, people-centered approach to change that nurtures a culture of aspiration, alignment, autonomy, and accountability.

The most challenging surprises in strategic projects are those that have been hiding in plain sight from the beginning.

Former chief executive officer (CEO) of Unilever, Paul Polman, shows us how global change must originate from leaders of large organizations.