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    Being future-ready isn’t a luxury – organizations must perform and transform to survive and thrive

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    The most successful future-ready organizations operate on dual horizons. They continue to perform while transforming and exploiting their core business. They do this by driving efficiencies and continuous improvement while exploring new opportunities with equal effort. To succeed on this twin track, leaders must have strategic clarity and promote a company culture that wholeheartedly embraces change.

    Beyond the hype cycle: GenAI use cases in supply chain planning   

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    How can businesses employ large language models in supply chain management?

    Where business and policy meet: Managing geopolitical tensions 

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    Business leaders need to respond more proactively to geopolitical tensions, while policymakers need to rethink their approach, argues IMD’s Simon Evenett.

    Cybersecurity, AI and ESG: A new world for CFOs 

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    Against the backdrop of changing markets and monetary policy, chief financial officers (CFOs) emerge as financial captains steering organizations through uncharted waters.

    Making the most of your team’s combined talents 

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    For research-based, actionable advice on team talent management, look to these professors’ complementary insights.

    The CEO exodus: The imperative of strategic succession planning 

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    As record numbers of bosses head for the exit, early and comprehensive planning is key to navigating the complexities of CEO succession and ensuring a smooth transition to new leadership.

    Drawing a digital dividend from M&A 

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    The chance to jumpstart digital transformation is an increasingly common M&A deal driver, but it is not always the short cut it promises to be.

    Look who I know! How family firms seek to overcome their “outsider” status as they expand internationally

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    Look who I know! How family firms seek to overcome their “outsider” status as they expand internationally

    ‘Perseverance paid off’ says former Cynapsus CEO

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    In this leadership interview, IMD’s Jennifer Jordan poses six questions to Anthony Giovinazzo, an experienced pharmaceutical executive, about facing tough situations.

    Three lessons from Bayer’s upskilling at scale program

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    IMD’s Paul Hunter describes why, contrary to popular belief, upskilling at scale can create meaningful impact for teams and organizations.

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