The CEO of UScellular went undercover to see how his culture was really functioning. It gave him some keen insight into how and where employees should work post-Covid.
Few people I know have more experience—and more varied experience—running companies than Fred Hassan, who has run three global pharmas, the last one being Schering Plough. He has also been Chairman of two additional global pharmas – Bausch & Lomb and Theramex. All were inherited as turnaround situations that turned out well. Here’s what he’s counseling CEOs about leading through 2023. ‘You must have a mindset of strategic flexibility.’
In a hybrid work environment, these internal groups can be vital to fostering a healthy—and sticky—culture.
In our rush to jump into solution mode, we confuse activity with impact and fail to frame the problem, often leading us down the wrong path.
American C-suite members can learn from Zelensky and Zaluzhny, a leading U.S. advisor says.
Welcome to the tort two-step.