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The unprecedented volatility, complexity and pace in which businesses operate today shine a spotlight on all sorts of people and culture issues — and the role they play in business performance. In this issue, we look at how to better manage them.
A more complex and less predictable business environment calls for a culture that prioritizes learning and agility. How can you create one?
Why you should care about unconscious bias and other assessment pitfalls.
A look at how boards can get the most from their “next-generation” directors.
How can boards harness their culture as a lever for better performance?
The four most common reasons why new C-level leaders struggle in their roles and the simple way they can transition more effectively.
How can leaders find their optimal route to the C-suite? This adaptation from a new book highlights the four main paths.
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