Leadership Next
Something big is happening in the world of business. CEOs increasingly say their jobs have become less about giving orders, more about inspiring, motivating, setting a north star. They are taking the lead on big issues like climate change, worker retraining, and diversity and inclusion. They are under pressure from employees, customers and investors not just to turn a profit, but to prove they are doing good in the world. And in the process, they are fundamentally redefining the relationship between business and society. Join Fortune Executive Editorial Director Diane Brady as she engages global leaders on the insights, experiences and issues you need to know.
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Pharmaceutical companies are often the poster children for what's wrong with the health care system. New drugs can take decades of development and cost billions of dollars in R&D, and once they clear the FDA, consumers are too often met with sticker shock and high prices for their meds. Dave Ricks, CEO of drugmaker Eli
In 2000, Malcolm Gladwell published The Tipping Point, identifying the key players and small, seemingly inconsequential decisions that together can make ideas, products, and behaviors spread like a virus. Gladwell was hailed as a guru whose concepts were embraced as a how-to guide for marketers and policymakers. In his
How do you create an online community that can foster in-person connections? That's what Nextdoor, the social network for neighbors, has been trying to do since its 2008 founding. This week's guest on Leadership Next is current—and former—CEO Nirav Tolia. Tolia, a longtime entrepreneur, talks to Diane about returning t
When Patti Poppe took over as CEO of the massive California utility Pacific Gas & Electric in 2021, the company had gone through a very rough period. It was found liable for multiple California wildfires, dealt with a bankruptcy, and paid billions of dollars in settlements to fire victims. Poppe says the size and impor
When T-Mobile burst on the scene in 2002, the wireless market was already saturated with big players like Verizon, Sprint, and AT&T. To make inroads, the company became “The Uncarrier,” famous for customer-centric contracts with better pricing and more user-friendly terms and features. Twenty-two years later, T-Mobile
Hiring is always high stakes for CEOs. The right hire can help drive an organization to new heights, and the wrong one can take years to recover from. So, most business leaders are keenly aware of how important it is to hire well. Yet, there's no silver bullet. On this week's episode of Leadership Next we speak to Inde
