In the developed world, we have a far greater environmental impact than people in the developing world. But there is great political pressure in the developing world to increase material wealth, which will lead to increased environmental impact. That according to Steven A. Cohen, director of Columbia University's Earth Institute. In a wide-ranging interview he argues that the world's political stability and security depend on the maintenance of material wealth where it exists and economic growth where citizens are poor. But to achieve these goals, we construct an economy that does not destroy our planet's ecosystems. The good news, says Cohen, is that we have the capacity to develop methods of production and consumption that are less damaging to the planet-and create a circular economy in which all materials are reused rather than discarded. This transition has already begun, he says. We just need to speed up our progress.

Age really is just a number! In a wide-ranging interview, the Wharton School's Vice Dean argues that there is nothing naturally preordained about what we should be doing at different ages. The sequential model of life (school, work, retirement) is nothing but a social and political construction, he says. The confluence of rising life expectancy, enhanced physical and mental fitness and technology-driven knowledge and interaction fundamentally alter dynamics over the entire life course, redefining what we can do at different ages. As a result, a 'post-generational' society is emerging comprising 'Perennials' - people who are not characterized by the decade in which they were born. The result: more opportunities for people of all ages to change course, take gap years and reinvent themselves. Those who understand the potential of the Perennial mindset, says Guillen, will enter a new era of unrestricted living, learning, working and consuming.

As our world becomes increasingly volatile, uncertain, complex and ambiguous (VUCA), leaders are facing never-before-seen challenges without an established toolkit to rely on. Deliberate calm is about recognizing what an external situation is demanding of you and being intentional about how you respond to it. The author of Deliberate Calm argues that, at its core, achieving this demands a synthesis of four skills: awareness, adaptability, learning agility and emotional self-regulation. He shows that as we face situations from day to day, we oscillate between two very different 'zones': the Familiar Zone and the Adaptive Zone. And what is required to thrive in each zone is markedly different. By adopting 'dual awareness', leaders can perform optimally in difficult circumstances. The dual aspect is about simultaneously being aware of the external situation you are facing and your own internal emotional state as you enter it. In the end, he shows that there are an endless number of situations in our lives where we can more effectively navigate life and work from a state of Deliberate Calm.

Today's emerging markets bear limited resemblance to the markets of decades ago. The boom-busts of the 20th century have been replaced with more sophisticated central bank policies and diversified industry bases. Everywhere from China to India to Vietnam and the United Arab Emirates, a growing consumer class has driven domestics and fueled these markets, replacing the dependence on commodities that we saw two decades ago. Emerging markets expert Asha Mehta describes three mega-themes that are transforming the world's emerging markets, creating a new investing paradigm. As these markets mature, she argues, the flow of capital will benefit the investors who invest in them early.

As the pandemic recedes, we face a once-in-a-generation opportunity to create a future where we are not only more productive in our work, but more fulfilled as human beings. That according to one of the world's foremost authorities on the future of work. In a wide-ranging interview, she describes how COVID-19 has changed the workplace forever, and now that working norms have been 'unfrozen,' it is time to reimagine traditional working models. She presents a four-stage framework for redesigning work, which begins with 'Understanding what matters' for each particular role and to each individual. In the end, she shows that increasing flexibility around time and place and having more time for ourselves, our families and our communities is really about one thing: getting back to being more human.

A renowned corporate transformation expert describes the key elements of his Rapid Transformation Framework, which has been embraced by the likes of Amazon, Intel and President Barak Obama. In a wide-ranging interview, he argues that the biggest obstacle to change in any organization is mindset - both the leadership mindset and the mindset of employees. Transformation cannot succeed, he argues, without engaging company insiders and focusing on two things: inside-out alignment (i.e. having the mission resonate with insiders) and outside-in alignment (being completely obsessed with your customers.) Once embraced these principles make change incredibly empowering, not something to be feared, he says. That's because they promote growth - for both individuals and organizations.

In a wide-ranging interview, economist and board member (3M, Chevron) Dambisa Moyo describes how globalization has unravelled in recent years, but argues that, led by China, it must ramp back up. The economic growth it enables is far too important for countries around the world. Despite the rocky road ahead, she believes fortunes will still be made and discusses three particular opportunities for investors. Most importantly, she argues that corporations must now take on many of the challenges traditionally handled by governments, such as inequality and climate change. This is not a choice, she warns: Those who fail to do so will cease to exist.

"Power is misunderstood." Thus begins the new book from management professors Tiziana Casciaro (Rotman School of Management) and Julie Battilana (Harvard). In this interview, co-author Casciaro shares insights from the book, including the fact that the most effective changemakers in an organization are not necessarily the people at the top; and that power is not intrinsically good or bad. She provides a four-element definition of power and shares key principles of the authors' framework for shifting the balance of power-a critical undertaking in a world beset by inequality. Armed with this understanding of how power works, she promises that we have a chance to live on this planet in harmony.

Whether we are willing to admit it or not, everyone has cognitive biases. The challenge is knowing how to work around them to achieve optimal thinking. In this wide-ranging interview, Dr. Jay Gordon Cone argues that one of the most pervasive biases is confirmation bias, which leads us to quickly notice and accept things that are consistent with our underlying beliefs-and to ignore or reject things that are not. This is of particular concern right now, because in an increasingly polarized world, we crave the comfort of having our worldview reinforced and embraced more than ever. The danger comes when we overlook evidence that we might not have all the facts-or we might just be plain wrong. Dr. Cone, who has advised The Bill and Melinda Gates Foundation, GE and PepsiCo, provides practical tools for fighting confirmation bias and eradicating closed-mindedness-and puts readers on the path to maintaining a balanced worldview.

The global pandemic is changing the way we eat, work, shop, exercise, manage our health, socialize and spend our free time-and the 'low-touch economy' is here to stay. Board of Innovation co-founder Nick De Mey describes how our society and the global economy have been permanently altered by COVID-19. In a wide-ranging interview, he argues that the pandemic is shaping a new era of consumer behavior, and that successful companies will be those who adapt their business models accordingly.

When 2020 began, the world was literally on fire, and things got worse from there. In a wide-ranging interview, best-selling author and Harvard Business School Professor Rebecca Henderson shares key insights from her latest book, Reimagining Capitalism in a World on Fire, which was short-listed for the Financial Times Business Book of the Year Award. After describing the key changes required to the capitalist system, including 'rewiring finance', she describes what each of us can do-as an employee, a consumer and a citizen-to shape the world for the better.

One of the most influential management thinkers of our time, Harvard Professor Rosabeth Moss Kanter, shares insights from her latest book. In an increasingly interconnected world, she describes the importance of recognizing that businesses are dependent upon the communities in which they operate. As a result, thinking 'outside the building' is a new leadership imperative-during and after COVID-19.

Small factors in a context - whether it be in a government service, a financial institution or a retail environment - either facilitate or impede the end user in accomplishing an objective. University of Toronto behavioural economics expert Dilip Soman shows that if these factors are designed to facilitate a good decision, they are called 'nudges'. But in some cases the contextual variables actively impede activities that are in a consumers' best interest. This is called sludge, and it exists in all walks of life. He discusses where sludge is most common, the biases it targets, and what to do about it.

We often assume that only purely digital companies like Google or Netflix can be called 'algorithmic'. But the reality is that every type of organization, at every scale, will soon live and breathe by its capacity to leverage data, automation and algorithms to be more effective and create better customer experiences. The author shows that as a result, a new breed of leader is emerging with an ability to use machine intelligence to transform organizations - and reinvent the world. He argues that these 'algorithmic leaders' are different from traditional leaders in three key ways.

Large established organizations need to innovate as much as small entrepreneurial firms. The problem is, it takes real creativity to build something new out of something old. Harvard Professor and innovation expert Gary Pisano introduces the concept of 'creative construction', which entails redesigning an enterprise in a fundamental way while still operating the core business. He defines four types of innovation that large enterprises should embrace, and argues that all four types likely have a place in every organization's innovation portfolio.

The legendary Harvard Business School Professor and disruptive innovation expert discusses the ideas in his latest book, The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty. He introduces the concept of 'market-creating innovations', which create new markets for people for whom either no products existed or existing products were unaffordable or inaccessible for a variety of reasons. These innovations transform complicated and expensive products into ones that are so much more affordable and accessible that many more people are able to buy and use them-and can transform communities. In the end, he shows that if you stay focused on serving 'non-consumers' with affordable solutions, opportunity will be vast.

The Chairman of Google's parent company, Alphabet has been called the Godfather of Silicon Valley. In a wide-ranging interview, he discusses his leadership style, his company's varied initiatives, the best approach to innovation, and why Google is so unbelievably successful. He also touches on the importance of addressing bias in AI and Google's bold plan to bring the benefits of AI to everyone, everywhere.

Harvard Business School Professor Amy Edmondson argues that in every organization, moments of silence are leading to countless lost opportunities and errors-some of them life threatening. In a wide-ranging interview, she discusses her widely embraced concept of 'psychological safety' and argues that leaders must set the stage for it by leading their teams with 'situational humility' and 'humble listening'. In the end, she makes it clear that voice has become mission critical for every modern organization, regardless of industry.

The author-the Chief Economist at the Creative Destruction Lab-argues that recent developments in artificial intelligence constitute advances in prediction. Prediction occurs when you use information that you have to produce information that you do not have. In a wide-ranging interview, he says that importantly, this is all machine learning does. It cannot establish causal relationships and therefore it must be used with care in the face of uncertainty and limited data. As a result, he explains why workers will be making more complex decisions going forward, and why there will always be a role for human judgment in every organization.

The high degree of change in today's environment demands that organizations adapt their strategy to new situations much more frequently than ever before. Yet in a world of 'transient advantage', too many companies are obsessed with traditional industry analysis and continue to define their most important competitors as the other companies within their industry. In a wide-ranging interview, the author shows that this is a very dangerous way to think about competition right now. In more and more markets, we are seeing industries competing with other industries, business models competing with other business models - even within the same industry - and entirely new categories emerging. She describes the new mindset required to thrive in an age of transient advantage, explaining the roles of 'continuous reconfiguration', healthy disengagement and more.