What matters most? Five priorities for CEOs in the next normal

Center strategy on sustainability
Center strategy on sustainability. Business can act to ensure that sustainability is more than a buzzword. One possibility is to consider investing in technologies that suck carbon from the atmosphere. Make no mistake: given current and future commitments, climate is going to be an increasingly important way to create competitive advantage.
Organizing for sustainability success: Where, and how, leaders can startHow negative emissions can help organizations meet their climate goalsWhy investing in nature is key to climate mitigation
Transform in the cloud
Transform in the cloud. The cloud’s potential to create value has long been clear—but now its capabilities are becoming grounded in reality. By enabling both speed and scale, the cloud is critical to innovation. By 2030, there could be $1 trillion at stake—and it’s likely that early adopters will win the lion’s share.
Three actions CEOs can take to get value from cloud computingCloud’s trillion-dollar prize is up for grabs
Cultivate your talent
Cultivate your talent. Talent is the most important natural resource, and leading companies are showing how to develop it. They coach and empower small teams; deploy talent based on skills, not hierarchy; and fill gaps through training and development. The bottom line: a better employee experience delivers better results.
The new possible: How HR can help build the organization of the futureTackling Asia’s talent challenge: How to adapt to a digital futureThe new science of talent: From roles to returns
Press the need for speed
Press the need for speed. The pandemic forced many organizations to move fast. Now the priority is to sustain that speed by designing it into the organization. Think of speed as a muscle to be developed. Invest in new collaboration technologies. Anticipate shifts in demand. Focus on outcomes.
Speed and resilience: Five priorities for the next five monthsReturn as a muscle: How lessons from COVID-19 can shape a robust operating model for hybrid and beyondOrganizing for speed in advanced industries
Operate with purpose
Operate with purpose. Employees want to work at places that have a sense of purpose—and will leave if they don’t find it. Companies that execute with purpose are more likely to generate long-term value. And people expect business to do more than make money for shareholders—although that is essential.
The case for stakeholder capitalismHelp your employees find purpose—or watch them leaveMore than a mission statement: How the 5Ps embed purpose to deliver value