Solving For The Post-Pandemic Office
Every company’s approach to the future of the office must be nuanced to suit their culture.
Every company’s approach to the future of the office must be nuanced to suit their culture.
Covid-19 has transformed the dynamics between work, workforces, and the workplace. The early months of the pandemic (May-June 2020) saw many companies focused on reentry
Headquarters relocations are often the most challenging decisions for companies to make, not because of technical requirements but due to the impacts on large numbers of employees and executives.
For the last several decades, China has attracted production facilities across nearly every industrial sector. But as China’s cost advantages erode and trade tensions escalate, some may be having second thoughts.
To be an effective steward of the company’s ability to receive economic development inducements, the CEO’s team should consider several “guiding principles of incentives.”
As companies transform into purpose-driven businesses, the need to articulate impact beyond financial measures has become more acute.
To navigate a talent market that is likely to tighten for years to come, CEOs must challenge their teams to identify the root causes of pain in the talent strategy.
While it is critical for CEOs to understand how the organization’s footprint is aligned to deliver on enterprise objectives, using business climate alone is not sufficient to develop a nuanced footprint strategy.
The 2017 tax act contains a number of significant implications and opportunities for CEOs who possess Location Awareness.
Location strategy is a significant component of an organization’s broader corporate strategy. Decisions concerning the choice of location tend to be long-term, global, multidimensional and
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