Competition, polarisation, AI and ongoing transformation are challenging organisations, all at the same time. Why culture is no longer a soft add-on, but a robust driver of future-readiness.
For decades, leadership relied on a successful playbook: Define a vision, align the team, execute. But today’s organisations face new realities. The tensions are no longer just between strategy, people and processes.
Insights instead of ideologies: While many current debates are politically polarising, a rational look at value creation and success factors takes us further. This summer, ten analyses have generated the cornerstones for a new “MasterPlan Economic Performance”.
Since the 80th European Forum Alpbach (#EFA25) successfully discussed Europe’s future, we contribute a series of analyses at the interface of business, politics and society – describing a European Future Compass as a consolidated result.
Local realities, industry dynamics, and corporate cultural heritage determine what works in change or DE&I — and what fails. This trilogy shows how to make your strategy truly effective.
There are strong reasons to tailor your culture, DE&I and leadership work to your country or region, or to your corporate cultural heritage. In any case, your sector will also determine what works, and how. Striking a balance is key.
The media wants simple messages. No wonder they promote quotas, harsh statements and glamorous events. Smart, effective DE&I, however, remains underexposed.
Broad co-determination, social justice, peace and equal rights for women, LGBTQ, immigrants etc. – activism has been good for everyone and still triggers resistance. The difference lies in the approach. And in the context.
Diversity is known to drive innovation, productivity and market success, and thus increasing corporate performance, and yet has recently come under anti-woke fire. What do financial analyses say about this?
Formerly, DEI Leadership focused on providing ‘the tone from the top’. In an increasingly complex – and polarised – environment, we see a wider need. At the same time, it appears that all too ‘personal’ engagement produces unwanted side effects. Here is what leadership must do.
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