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Quantum computing may one day force a rethink of how we rank influential inventions and innovations. This article offers a brief introduction to the core principles behind quantum computing technology, then outlines how to make your existing workforce the catalyst for the crucial experimentation phase that organizations must embrace in order to not get left behind. Although significant engineering challenges must be overcome before quantum computers become a commercial reality, building capabilities early is critical. The authors suggest starting the quantum capabilities journey by filling four key roles. This includes, first, a use-case manager, who can act as an interface between technologists and business units. Second, it includes a quantum data scientist, who can utilize quantum algorithms and quantum computing infrastructure to arrive at valuable and actionable business insights. Third, the team should include a quantum software developer, who can make applications usable, maintainable, and modular. Fourth, an executive sponsor can make a compelling case to the rest of the leadership team for the investment that quantum computing requires.

Forward-looking firms have been linking executive compensation to corporate social responsibility (CSR) for years. Research has identified two common types of CSR-contingent compensation contracts. Some firms take a formulistic or objective approach in which executives know in advance how much they can expect to gain by pursuing specified CSR-related activities, while other firms take a more subjective approach in which CSR-contingent compensation is subject to the discretion of compensation committees ex post. Implementing either approach can improve a firm’s CSR ratings. But the pros and cons differ depending on a firm’s industry, growth prospects, and earnings volatility. The subjective approach can be more efficient when, for example, firms are high-tech, risky, young, or fast-growing; are highly visible and facing more public scrutiny; or are implementing new, unconventional CSR projects. On the other hand, the objective approach may make more sense when firms are traditional or mature; are implementing conventional CSR projects or continuing existing CSR projects (so the target is clear and measurable); are expecting stable and predictable project outcomes; or are experiencing poor CSR standings. All firms can try taking a conservative, objective approach to gain experience designing a reward and evaluation system, and then move to a more subjective contract if it makes sense to do so.

Economic crises tend to have a disproportionate negative impact on employees rather than high-paid executives, whose incomes often increase even at the worst of times. The author proposes a new mechanism parity pills designed to be triggered by external shocks like pandemics and recessions, or internal factors like revenue declines or pay inequality thresholds that would ameliorate the effects on workers while upping the financial responsibility of CEOs.

The authors' research into leader character demonstrates its effect on judgment and finds that fostering a culture where character is valued equally alongside competence can result in better decisions and outcomes. Furthermore, they find that, as with competence, character can be developed through education and practice.

Colette Phillips' marketing firm had just won the City of Boston's 2nd largest contract in history to a Black-owned company. During the COVID-19 pandemic, Get Konnected!, the networking organization for people of color that she founded 15 years earlier and led to prominence, had evolved into a portfolio of 5 ventures, including executive recruiting and a VC fund, to remove systemic barriers to equity and inclusion in business and wealth creation in a long-racially-troubled region where she had also experienced discriminatory barriers. A strong commitment to partnerships, some controversial, had extended her reach, and Boston was changing, including its first elected female mayor of color. How could Phillips assess her impact as a leader, given the magnitude of the problems? What was the role of networking in increasing the numbers of successful minority and female small businesses? Was she contributing to changing the narrative and building new institutions? In addition to the 4 N's of numbers, narratives, networks, and new institutions, how else could she capitalize on the region's momentum, and determine what to do next with her platform to ensure a more equitable and inclusive entrepreneurial ecosystem?

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 1 begins with a discussion on crisis and change in organzational contexts. We are living in a time of continual global upheaval, which brings about organizational challenges. These challenges can be intimidating and cause psychological distress, making it difficult to logically address them. They are also increasingly interrelated, creating unpredictable consequences. A systems-psychodynamic approach offers a more holistic view of crisis and change in organizations; it looks at the overlaps between the intrapersonal (a person's inner life), the interpersonal (pairs and groups), and the system (inside and outside the organization). Five premises underly the systems-psychodynamic approach, all of which are discussed. This chapter ends by describing the organization of the rest of the book with specific chapters being dedicated to the three different levels of the systems-psychodynamic approach.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 2 discusses organizational crisis and related systems-psychodynamic concepts, focusing on crises that are ultimately self-inflicted (e.g., underperformance, mismanagement, poor decision-making). Five case examples of recovery are given; a defining characteristic of these cases is their use of a bottom-up approach instead of the more typical top-down approach. A framework based on these cases is described to help organizations recover after a cumulative crisis. Several systems-psychodynamic concepts are woven into this framework-including emotional capital, the relational system theory, and fair process-which call for a more holistic leadership style when facing recovery challenges. The framework is tested on ABN AMRO's recovery, which confirms the theoretical foundation and suggests that it is an effective model for developing a comprehensive recovery strategy.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 3 explores the emotional life of organizations. Several interviews were conducted with questions focusing on nostalgia and postalgia, both of which can contribute to understanding the existing and desired state of a business. Both concepts are discussed, including how they can affect organizations. Idealization is foundational to nostalgia and postalgia, and a particular type of idealization, "chosen glory," is typically practiced in response to organizational crises. Chosen glory is a collective emotional and mental representation of an event seen as a triumph; the story is repeated to build self-esteem within the group. The organization may not be interested in assessing the entirety of the situation, such as how they contributed to the challenge in the first place. Idealization of purpose and idealization of leadership are also discussed as well as the negative consequences of idealization. In times of crisis, idealization comes through in organizational stories and is highly significant.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 4 discusses narcissistic leadership and how to survive it. Narcissistic characteristics are sometimes seen as beneficial for leadership positions, but narcissists create toxic work environments. An explanation of narcissism and examples are given. Narcissistic leadership involves three components: arrogance and a sense of entitlement, a strong need for power and recognition, and difficulty managing emotions and accepting faults. There are both pros and cons to having narcissistic leadership, but experiences working under narcissistic leaders are predominantly negative. Employees may use various coping strategies, including influence, relationship-building, self-protection, avoidance, and ground-standing strategies. Having a sense of agency is the most effective tool when dealing with toxic work environments. Its main components are sense of self, sense of responsibility, and sense of choice. Self-reflection and awareness are necessary. The challenge of narcissistic leaders can be survived by striving to learn from it.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 5 looks at what happens on a leader's conscious level and subconscious level when vilification occurs. A case study based on several interviews is provided. Five meta-experiences are offered to categorize the effects of and reactions to vilification: emotional state, impact on relationships, social defenses, conflict management, and recovery and healing. These are all conscious experiences. Subconsciously, leaders perceive they are being vilified by others in these situations, which equates to being stigmatized. This in turn can trigger threat appraisal, identity threat, and cognitive dissonance. Ultimately, leaders can make sense of things, which leads to healing. Rewriting self-narratives and telling their story can be integral for recovery. Awareness of these experiences and mental processes can be applied in the professional and personal domains. Insights particularly for executive coaches are also offered.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 6 discusses stress in executives and how it can impact leadership performance. Chronic stress and busyness lead to burnout, but reflection and self-awareness can be effective coping strategies. A therapeutic system for accessing and addressing emotions is presented: the Deep Emotion Expression and Processing (DEEP) System. The theory underlying the DEEP System is discussed, including Malan's triangle of conflict. Interoception and expressive writing are two approaches to emotional processing and are essential for the DEEP System. Interoception is the process of recognizing emotional signals the body is sending. Expressive writing lets people reflect on negative experiences without being overwhelmed by them; meaningfulness and integrative processing are two vital components of expressive writing. To test the effectiveness of the DEEP System, the Positive and Negative Affects Schedule (PANAS) is incorporated into it. Examples are provided showing the influence of the DEEP System.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 7 offers final thoughts from each of the authors. There is always more to crisis and change than meets the eye. A systems-psychodynamic approach can help people work with realities they see and sense. Instead of solely focusing on the solution, the lived experience of a crisis must also be addressed. Thinking systemically is a vital skill for leaders and change agents because of the constant ambiguity they face. Several key takeaway messages from the text are offered, including the need to recognize that organizations are shared spaces of feeling and the importance of self-reflection on all individual and organizational levels.

As circumstances of the COVID-19 pandemic continued to shift and evolve, J.M. Huber Corporation (Huber) remained focused on protecting its employees, maintaining business continuity, and on advancing its multi-year sustainability strategy. The efforts of Mike Marberry, the President & CEO, the Huber Management Council (HMC), the family shareholders, as well as company diversification, helped the company to remain stable. What is more, 2020 brought the strongest financial results in Huber's 138-year history! But new challenges were on the horizon... One of the largest and oldest family-held companies headquartered in the US, Huber had strategically repositioned itself several times since its founding in 1883 as a dry-colors business. Visionary family leaders and a committed senior management transformed the company from a single plant in Brooklyn, New York, into an international player operating in more than 20 countries, with about half of its 4,100 employees based outside North America. Structured as a portfolio managed company (PMC), Huber has become one of the key global players in hydrocolloids, specialty chemicals, minerals, agriculture solutions and engineered wood products, with a turnover of nearly US$3.5 billion in 2021. The succession of Peter Francis, the last family President & CEO and Board Chair had come at the worst possible time − during the Great Recession. Now Huber's first non-family CEO & President, Mike Marberry, is planning his own succession for 2022, unaware of the impending COVID-19 crisis. Would the resilience and experience gained from the last transition provide an effective template to help the company face the next crisis and leadership change more than a decade later? Would the family rally behind Marberry and the company to once again turn this difficult moment into an opportunity to show its resilience? What role would Huber's governance model and sustainability strategy play?

mPharma CEO Greg Rockson is attempting to create the largest pan-African primary healthcare company. He must evaluate a three-year strategy potentially involving three key components: a rapid and extensive expansion of the company's network of 600 retail pharmacies in nine African countries, the future of a recently launched telehealth program, and the creation of a new customer payment plan that will cover the cost of the common prescription drugs that are used for prevalent communicable diseases, such as malaria. Rockson must balance his desire to promote health equity with ensuring that mPharma becomes a profitable company. This case is suitable both as a general business case for MBA students of any level and as a case for courses focused on the healthcare industry, the pharmaceutical value chain, health care systems in Africa, innovation in health care, social entrepreneurship, and African businesses.

On the morning of October 9, 2021, almost all newspapers in India carried the news of the re-privatization of Air India. They celebrated the move by the Government of India to hand back the airline to its original owner, the Tata group. Tata Airlines was founded in 1932 as India's first airline. The Government of India nationalized the airline in 1953. In October 2021, nearly seven decades after its nationalization, Tata Sons and the Tata group, through its wholly owned subsidiary, Talace Private Limited, acquired Air India again, bringing a halt to the years of effort by the government to re-privatize the national carrier. The re-privatization gave the Tata group full control of Air India and its low-cost airline, Air India Express, and a 50 per cent stake in Air India SATS Airport Services Private Ltd (AISATS), the airport and cargo-handling service company. However, the restoration of Air India as a renowned, profit-making airline was an uphill battle accompanied by myriad challenges. The Tata group ran two airlines in India: Tata SIA Airlines Limited (operating as Vistara), in which it held a 51 per cent stake; and Capital A Berhad (operating as AirAsia) with an 80 per cent stake. In financial year 2020-21, both airlines incurred significant losses. The responsibility of rebuilding Air India at such a precarious juncture could have become yet another adaunting task for the Tata group. Did the Tata group make the right move by acquiring Air India? What should the Tata group do to make Air India regain its lost glory, and how should it prioritize what needed to be addressed to achieve this? How could Air India overcome the industry- and company-level challenges it faced?

In January 2021, Entomo Farms (Entomo), a family-owned Ontario-based Canadian cricket producer, received additional funding to support its growth and prepare for the entry into Canada of what would be its biggest competitor. As Canada's largest and only organic cricket supplier, Entomo generated most of its revenue as a supplier of crickets as raw material to food manufacturers; however, due to anticipated industry changes, Entomo was increasing its consumer-level presence by producing and selling more of its own brands as consumer packaged goods (CPGs). To support this decision, Entomo's chief operating officer needed to develop a strategic marketing road map for growing the revenues from the company's CPG segment.

This article is a compilation of what the author considers sound advice presented to new and aspiring CEOs by a retired one with more than two decades in the role across three organizations. Keith Collins shares key learnings from a career related to governance, financial stewardship, strategy, culture, structure, team building, and leadership: 1) good governance makes things work (ensure there is clear agreement on this layer of the governance model while being recruited for the role); 2) strong financial stewardship improves your sleep; 3) laser focus on strategy gets you where you want to go; 4) strategy and culture must be aligned; 5) structure must follow strategy; 6) build your leadership team with leaders; and 7) how you lead and what you say matters. Additionally, as a young manager, Collins learned a couple important lessons about leadership and communication that were reinforced during his time as an executive and a CEO. First, the leadership style of a manager, executive, or CEO will inevitably shape the leadership style of their direct reports. Second, what leaders say—and how they say it—matters a great deal to those receiving the messages.

By early 2020, Mindee Barham, vice-president of development at the microfinancing organization Grameen America, which focused on empowering low-income female entrepreneurs by offering them microloans to develop and grow their own businesses, had overseen the successful implementation of the first year of Grameen America’s ten-year Lifting America campaign for strategic growth. This campaign was intended to increase membership to 400,000 people; to issue loans amounting to $12 billion; to raise $300 million, including $100 million in philanthropy and $200 million in debt capital; and to enter new locations. However, the COVID-19 pandemic unexpectedly derailed the funding and implementation of the campaign, and given the pandemic's large impact on Grameen America’s vulnerable members, it threatened the existence of Grameen America itself. How should Grameen America respond to the pandemic? What would become of the Lifting America campaign? And what could Grameen America do to support its members through the COVID-19 pandemic without jeopardizing the organization’s future plans?