Downfall Deutsche Bank

Switzerland should assess the Credit Suisse collapse before adding more banking regulations, says UBS Group CEO in a talk on Europe's financial future.

CFOs can rethink underperforming AI adoption by focusing on business value, data readiness, and employee buy-in.

Discover a framework for Responsible Leadership, guiding you to lead with care and ethics in an increasingly turbulent and complex world.

Axel P. Lehmann emphasizes why boards must foster a speak-up culture, ensuring warning signs are addressed openly at the table, not hidden under it.

The case examines the entrepreneur-led carve out and buyout of dss+, DuPont’s safety and sustainability consulting division, by Gyrus Capital and dss+ management team. dss+ (formerly “DuPont Sustainable Solutions”) played a pivotal role in high-risk industries such as oil, gas, and chemicals, providing critical consulting services at a time when global regulatory pressure on operational safety and sustainability was intensifying. Gyrus Capital, a mid-market private equity specialist, came together with the management team to engineer the buyout, based on the firm’s strong and predictable revenue streams, long-term client relationships and specialized expertise in safety and sustainability consulting. What emerged out of the 2019 transaction was an independent sustainability consulting powerhouse with over 1,500 consultants around the world. By 2024, dss+ was still expanding rapidly in terms of staff and domains of expertise, not to mention geography, and had to respond to quickly evolving external and internal demands, with clients increasingly expected to be served globally on a full range of sustainability-related services. With a strong sense of purpose (saving lives and creating a sustainable future), a potent pitch line (Protect. Transform. Sustain), over 750 clients on 1,800 projects across 41 countries, a global team of 1,500 people and plenty of organic growth across 7 core industries, the company was clearly heading for the stars. Yet, new questions loomed: Was it time to start managing that wild growth, deepening competitive advantages and building functional moats? How would dss+ remain competitive? Was it time to put a few new initiatives on high octane fuel: Leadership? Digital transformation? Global growth? Some totally new ideas?

Leaders of family firms are struggling with multiple role identities, and poor board management is putting the future of family enterprises at risk.

Ten years from now, we’ll know which companies best navigated geopolitics. And the hunt will be on for enduring lessons. Which firms made the smartest adjustments to their global commercial footprint by exiting certain markets, doubling down on ot...

Campaign failures at Apple, Bud Light, & Jaguar show why boards must prioritize marketing oversight. Insights from Su-mei Thompson.

This article examines four critical governance failures in boards: risk management, strategic oversight, executive and non-executive relationships, and integrity. It advocates for a shift in the role of boards from reactive oversight to proactive ...

Venture capital and private-equity funding for deep tech promising to address society’s greatest challenges has doubled its share globally in the past decade. Moreover, governments are increasingly prioritizing deep tech, which is often “dual use”...