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Why consulting?

Management Consulted

These days, it pays to practice being in “interview mode” so you’re ready for the real thing – whether it’s networking with a neighbor at Starbucks or sitting in the hot seat. Although the court ruled in favor of Church and Dwight, we argued the opposite in our paper. You wowed us!

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PricewaterhouseCoopers, LLP

Management Consulted

In the midst of the globalization of audit, growing cross-border complexity, international regulatory shakeups and threats to the core business, PwC has consistently returned to its core. Whether you’re planning to interview at PwC or just want the lay of the land, check out one of the coolest business stories consulting has to offer.

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Every Organizational Function Needs to Work on Digital Transformation - SPONSOR CONTENT FROM GARTNER

Harvard Business

Digital business reached a tipping point in 2018 as organizations scaled their digital capabilities. Eighty-seven percent of senior business leaders say that digitalization is now a priority and in many cases is a do-or-die imperative. They test entirely new business models while also finding ways to reduce the associated risks.

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Corporate Learning Programs Need to Consider Context, Not Just Skills

Harvard Business

Spending on corporate learning, particularly leadership development, continues to increase at a staggering pace. Despite the amount they invest in corporate learning, organizations continue to struggle to connect these programs with the day-to-day work of strategy execution. Insight center. Pat Canova/Getty Images.

Agile 39
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Building Behavioral Science Capability in Your Company

Harvard Business

You might also be sold on how insights from behavioral science can make a big impact in your organization. Increasing numbers of companies are looking to build a behavioral science team — one that is located at the very center of their business and that the whole organization can benefit from. Get the Vision Right.

Company 28
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How the Best CEOs Get the Important Work Done

Harvard Business

It’s tempting, therefore, to view the CEO as primarily a thinker ; someone who mulls and shapes strategy. But the best CEOs know that strategy is just theory unless it’s actually translated into frontline routines―unless the rest of the company actually is executing the strategy.

Sales 28