As the metaverse expands its reach, IMD’s Howard H. Yu examines how CMOs should position themselves to make the most of related business opportunities

With Netflix’s loss of subscribers, it may be time to move towards alternative models of customer retention, write Alexander Osterwalder and Matthieu Manzoni

Quantum computing could arrive sooner than many leaders expect and they need to start laying the groundwork now, write Piers Clinton-Tarestad, Justin Ging and Denise Ruffner

Supply chain management was about reducing costs in the past, but now executives are also trying to improve resilience and reduce shortages, writes IMD's Carlos Cordon

Putting the right infrastructure in place and demystifying data analytics for employees will help companies gain a competitive edge, writes IMD's Amit Joshi

Making the transition from selling a family-owned business to growing a family-owned investment portfolio requires a long-term commitment, writes IMD's Peter Lorange

Luxury brands can maintain exclusivity by extending into the digital world and using consumer insights to personalise interactions, writes IMD's Hannes Gurzki

You can turn your worry about your employees’ mental health into constructive action when you learn what to watch for and when to act, write Alyson Meister, Kathleen M. Pike and Daryl Tol

There are several ways Western multinationals can leverage the innovation capabilities of China’s start-up ecosystem, write Erik Walenza-Slabe, Yunfei Feng and Mark Greeven

The bullwhip effect has been wreaking havoc on supply chains for decades, but a new approach to improve incentives, transparency and communications has emerged, write Ralf Seifert and Olov Isaksson

The token economy could transform your company, turning on its head the concepts you currently have of business model, customer, shareholder, supplier and user, writes IMD's Arturo Bris

Newly appointed CEOs and senior leaders must concentrate their energy on getting the right people in place quickly, as failure to build an effective team fast will have serious consequences, writes IMD's Michael Watkins

Both companies and countries need to adapt their policies to accommodate and attract this new breed of worker, writes IMD Business School's Arturo Bris

Research suggests that CEO stock option schemes combined with a large pay gap can encourage and motivate lower-ranking employees to commit illegal behavior

Understanding what motivates your people can help you connect with your staff and prevent them from becoming disengaged as they contend with the uncertainty wrought by the pandemic, write IMD's Michael Watkins and Brenda Steinberg

With global threats from COVID to trade tensions exposing companies to costly disruptions, leaders should be thinking about supply chain resilience and regionalisation, write Salvatore Cantale and David Bach

There are five considerations when it comes to developing an effective plan for maximising communication during CEO transitions, write Donna Teach and Michael Watkins

It’s always been tough for CEOs to drive through new ways of working, and the virtual office has added to the challenge. But there are solutions, write Ask Agger and Jennifer Jordan

Focusing on post-negotiation outcomes and aiming for consensus increase the chances of successful dispute resolution, write Suzanne C. De Janasz, Michael Watkins, Christopher Zintel and Susan Stehli

Executives can learn how to optimise productivity and performance by studying the training routines of Olympic athletes, write IMD Business School's Susan Goldsworthy and Lindsay Sarah Krasnoff

Keeping a fluid mindset is vital as we steer a course towards a post-pandemic business landscape. IMD Business School's Howard Yu identifies four trends that are likely to outlast COVID-19

Jeff Bezos will find the move from CEO to Chairman of the Board far from easy. IMD Business School's Didier Cossin and Michael Watkins provide advice on avoiding the pitfalls

Companies must blend soft skills such as empathy, humility and audacity with digital innovation to achieve true customer centricity, write IMD Business School's Didier Bonnet, Katharina Lange and Frédéric Dalsace

Careful planning and processes are required to manage the speed, resources, sponsor commitment and change activities associated with technology implementations, writes IMD Business School's Bettina Büchel

Many beliefs about leadership, people and work have evaporated before our eyes over the past 18 months, and some of these beliefs have been held for so long that they became myths, writes IMD Business School's Susan Goldsworthy