Women Leaders  ––– Q2 2019 (available March 1, 2019)

While there is a plethora of research into the role of executive women in business, our aim is for this issue to be based on real-life experiences. We are interested in how female chief executives from around the world have achieved their success. We avoid force-fitting any leader into traditional theories surrounding female leadership such as: how men and women lead differently; the role of unconscious bias working against female selection; and whether quotas work or not.

Our intent is to understand key elements of female chief executives’ journeys to power. How did they start out? What were their hopes and expectations? Where has their career has taken them and what were the opportunities and obstacles along the way? What advice do they have for similarly ambitious women?

Leadership for good ––– Q3 2019 (available June 1, 2019)

Companies can use corporate social responsibility can make money as well as do good. Dialogue asks whether we create an engine for growth and prosperity alongside a social conscience. What is the acceptable face of capitalism in the future? How do we create organizations with deep roots in their communities so that their longevity is assured? In what ways do organizational purpose and individual purpose contribute to how companies achieve leadership for human good? What are the pitfalls of purpose? Can the search for purpose become a negative?

Borderless leadership ––– Q4 2019 (available September 1, 2019)

Established standards of leadership vary massively around the world. In some countries, like South Korea, business leadership has been about nation building; in India, it’s about huge family firms, with deference as the key value, but now a growing army of professional managers being hired; in China, it’s about social formality, place, supporting the Communist government’s aims, and very long strategic horizons. In this special edition, Dialogue explores the lessons from different nations’ approaches to spearheading companies and public bodies. How do leadership styles differ from nation to nation? To what extent do the pillars of leadership translate across international frontiers? In what ways are national styles of leadership contributing to a new global form? How and in what ways could the operational model of Medecins sans Frontieres translate into the management and leadership of global companies?

It’s Only Digital ––– Q1 2020 (available December 1, 2019)

Companies and public bodies should be digitally enabled, not digitally driven. Digital is a means, not an end, yet too often organizations have allowed its proponents to cast it as a target in itself.

Yes, leaders need to be radical and daring to change their business models. They must be digitally savvy, but don’t need to be digital leaders. Most disruptive companies use tech that is mundane and derivative – yet continue to be described as digital firms. It is the ideas for products and services that are innovative, not the technology itself. How and in what ways can organizations end the cult of digital and reclaim their human advantage? How is digitization contributing to radical innovation in products and services?