Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
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This issue of Amplify invites a reexamination of what makes boards truly effective. It features a collection of articles that explore how boards can evolve beyond conventional roles to become active stewards of long-term value — drawing on leader character, data and analytics, behavioral insight, structural design, and strategic engagement.
Alessia Falsarone examines the evolving role of lead independent directors (LIDs), offering a five-part framework to assess when and how to appoint them. Although LIDs can strengthen board independence and communication, their function varies by context. In firms where the CEO also chairs the board, LIDs often serve as a bridge to management and stakeholders. In other cases, they foster open dialogue on issues like ESG and AI ethics. Falsarone illustrates this with examples, including Coca-Cola’s LID leading efforts in transparency and sustainability amid activist pressure.
As organizations pursue purpose-driven goals, true leadership requires more than bold statements — it demands rigorous measurement of real-world impact. This means shifting from tracking inputs to evaluating tangible outcomes, acknowledging unintended consequences, and staying adaptable in the face of uncertainty. As this Advisor explores, effective leaders build systems that capture both direct and ripple effects of their actions, enabling smarter decisions and more resilient strategies.
Arthur D. Little’s 2025 CEO Insights study, “Proactively Embracing Change,” reveals that today’s CEOs are confidently navigating geopolitical and economic volatility through bold, proactive strategies. The first in a series of insights, this Advisor explores five strategic imperatives and identifies seven growth areas CEOs are prioritizing, such as institutionalized innovation, ecosystem collaboration, and agile M&A strategies. The study underscores the need for CEOs to transform uncertainty into opportunity by embedding agility, resilience, and forward-thinking into their organizations.
In today’s business landscape, purpose is essential — not a side note. Yet, many purpose-driven efforts lose momentum due to common behavioral pitfalls. Drawing from the Purpose-in-Practice Community, this Advisor identifies nine traps that undermine lasting, transformative change. Avoiding these traps can help leaders embed purpose more meaningfully and sustainably across their organizations.
This Advisor argues that professional ethics education must go beyond rules and codes of conduct to truly prepare individuals for the complex, high-stakes challenges of modern professional life. It advocates for a virtue ethics approach — rooted in purpose, character, and moral reasoning — as essential to shaping a resilient, reflective, and ethically grounded professional identity. Drawing on Stoic philosophy, the article emphasizes the importance of joy, fulfillment (eudaimonia), and the cardinal virtues as guiding principles for meaningful and ethical professional practice.
Great communicators and leaders distinguish themselves by mastering the art and science of asking powerful questions — of others and themselves. Clear, purposeful questions foster trust, drive innovation, and reveal hidden insights, while empathetic, well-timed inquiry builds psychological safety and emotional intelligence. Combining strategic questioning with strong interpersonal skills transforms conversations, strengthens relationships, and accelerates learning and impact.
New global research from over 2,100 leaders reveals a critical execution gap — “digital detachment” — where senior leadership overestimates progress while failing to align culture, data use, and customer-centricity. Although many leaders express confidence and progress is evident, transformation efforts falter without a shared purpose, cultural alignment, and effective data-driven decision-making. The Advisor underscores the urgent need for leaders to shift from acknowledging challenges to taking decisive action that embeds transformation into the organization’s DNA.