Organizing for the future

Platform-based talent markets help put the emphasis in human-capital management back where it belongs—on humans.

A recent shift in strategy required an overhaul of HR. Ericsson’s chief human-resources officer, Bina Chaurasia, describes how skills, technology, and processes had to change on a global scale.

As the automation of physical and knowledge work advances, many jobs will be redefined rather than eliminated—at least in the short term.

Companies can become more agile by designing their organizations both to drive speed and create stability.

Organizational health matters more than you might expect.

Roche’s CEO talks about its R&D structure, tough decisions, and long-term mind-set.

Management books and commentaries often oversimplify, seldom providing useful guidance about the skills and behavior needed to get things done. Here’s a better reading list for leaders.

Sleep-awareness programs can produce better leaders.

Overloaded executives need coping mechanisms. This personal reflection shows how meditation can help.

The benefits match those of earlier technology cycles, but companies must scale up their data-analytics skills to reap the gains.

PE-backed companies outperform their public counterparts during periods of distress because the owners play a more active role in management.

Can automobiles become the next big category for Chinese e-commerce?

On the country’s major e-commerce platforms, consumer brands gain new revenue streams but struggle for prominence. New opportunities could raise their profile.

A flood of liquidity has produced huge subsidies and deep discounts in an app-driven marketplace.

A more digital world will place a premium on some skills while reducing the need for others.

These challengers must develop a smarter approach to external engagement.

Corning’s CEO reminds us that big corporate achievements rarely come overnight.