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The latest results from Waste Management, Inc. reveal a challenge that many organizations face today: strong revenue growth paired with shrinking margins. The company reported revenue of approximately 6.44 billion
This week’s edition looks at leadership choices that balance growth ambition with execution discipline. A semiconductor firm times a CEO transition at a profitability inflection. A health sciences chairman calls for renewed, values led engagement. A fast growing restaurant brand brings outside firepower to its board. A global risk advisor elevates a regional chief to match opportunity with local fluency. A specialty pharma company appoints a biotech veteran to scale innovation and partnerships.
In many organizations, the biggest obstacles to progress are not technical or strategic. They are relational. Silos form naturally when teams become focused on their own goals, processes, and language. While specialization has its advantages, it often leads to missed opportunities, duplicated efforts, and miscommunication. The leaders who succeed in these environments are those who know how to build coalitions, not just manage tasks.
In an increasingly interconnected and polarized world, corporate culture does not exist in isolation. It sits at the intersection of leadership, stakeholder perception, and broader political realities. A recent study from the University of New Mexico has added empirical weight to what many executives already sense intuitively: when national leadership or political orientation changes, organizations often shift how they describe and project their internal culture. These shifts are visible in earnings calls, public statements, and marketing language, reflecting how organizations attempt to navigate changes in the broader political and social environment.
The Society for Advancement of Management (SAM) is proud to recognize Jamison Lewis, a remarkable leader whose dedication, academic excellence, and service have made a lasting impact on both the SAM community and the broader world of higher education.
This week’s edition looks at how leadership adapts culture, continuity, and strategy in changing environments. A new academic study shows corporate culture messaging shifts with national politics. A real estate CEO’s temporary medical leave puts succession and operating rhythm to the test. Fresh board appointments signal strategy in motion. Sector outlooks remind leaders that risk and business model design are converging. Even publishing tech events now point to rapid reinvention of customer experience.
Trust is one of the most important currencies in the workplace, yet it is often misunderstood. People tend to equate trust with honesty, assuming that as long as they tell the truth, trust will follow. While honesty is essential, it is only one part of the equation. Trust also involves dependability, discretion, empathy, and how well you follow through on what you say. These qualities are shaped not by big promises, but by the repeated behaviors that others observe over time.
The abrupt resignation of Santos CFO Sherry Duhe exposes critical lessons about succession risk, governance maturity, and leadership resilience. This article explores how sudden executive departures test organizational continuity, stakeholder trust, and board accountability.
Porsche names Michael Leiters CEO for 2026, Santos loses its CFO, Heathrow lines up a new chair, Michael Dell calls for manufactured urgency, and Hyundai Motor India installs its first Indian CEO with a major investment plan.
When we talk about resilience in the workplace, we often imagine the lone professional who endures pressure with grace, bounces back from failure effortlessly, and thrives in high-stress situations without missing a beat. This narrative may be inspiring, but it is also misleading. Resilience is rarely built in isolation. Instead, it is shaped and sustained by the relationships and support systems that surround us.
The latest results from Waste Management, Inc. reveal a challenge that many organizations face today: strong revenue growth paired with shrinking margins. The company reported revenue of approximately 6.44 billion
This week’s edition looks at leadership choices that balance growth ambition with execution discipline. A semiconductor firm times a CEO transition at a profitability inflection. A health sciences chairman calls for renewed, values led engagement. A fast growing restaurant brand brings outside firepower to its board. A global risk advisor elevates a regional chief to match opportunity with local fluency. A specialty pharma company appoints a biotech veteran to scale innovation and partnerships.
In many organizations, the biggest obstacles to progress are not technical or strategic. They are relational. Silos form naturally when teams become focused on their own goals, processes, and language. While specialization has its advantages, it often leads to missed opportunities, duplicated efforts, and miscommunication. The leaders who succeed in these environments are those who know how to build coalitions, not just manage tasks.
In an increasingly interconnected and polarized world, corporate culture does not exist in isolation. It sits at the intersection of leadership, stakeholder perception, and broader political realities. A recent study from the University of New Mexico has added empirical weight to what many executives already sense intuitively: when national leadership or political orientation changes, organizations often shift how they describe and project their internal culture. These shifts are visible in earnings calls, public statements, and marketing language, reflecting how organizations attempt to navigate changes in the broader political and social environment.
The Society for Advancement of Management (SAM) is proud to recognize Jamison Lewis, a remarkable leader whose dedication, academic excellence, and service have made a lasting impact on both the SAM community and the broader world of higher education.
This week’s edition looks at how leadership adapts culture, continuity, and strategy in changing environments. A new academic study shows corporate culture messaging shifts with national politics. A real estate CEO’s temporary medical leave puts succession and operating rhythm to the test. Fresh board appointments signal strategy in motion. Sector outlooks remind leaders that risk and business model design are converging. Even publishing tech events now point to rapid reinvention of customer experience.