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From sludge to success

The June issue of s+b explores how the road to business renewal starts when CEOs step in to reduce organizational friction.

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Tech Translated: Metamaterials

Synthetic metamaterials offer unusual properties that can unlock innovative new approaches to solving long-running challenges.

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Tech Translated: 4D printing

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Reinventing? Ask yourself five questions

In the face of continuous disruption, C-suite leaders need to have a clear-eyed view of how their company is doing in these key areas.

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Jargon monoxide, friction fixers, and the meeting that could have been an email

Organizational psychologist and best-selling author Robert Sutton discusses companies’ obstacles and catalysts for getting things done.

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Corporate “power changers”

The April issue of s+b explores how companies can reduce their energy consumption by 31% by decade’s end and save a cool US$2 trillion a year—without sacrificing growth.

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Reimagining consumer insights at PepsiCo

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Cover of June 2024 digital issue of strategy+business

From sludge to success

The June issue of s+b explores how the road to business renewal starts when CEOs step in to reduce organizational friction.

In a perfect world, your company would be a well-oiled machine. In reality, most companies have sludge in the engine that’s keeping them from moving as quickly as they want.

Many of the tasks that CEOs called out as inefficient are ones that senior executives can influence. In other words, if your company is mired in sludge, it’s within your power to help pull it out. Even better, there are clear upsides to reducing friction.

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Illustration of Robert I. Sutton

When you are at the top of an organization...you can unwittingly waste an enormous amount of time.—Robert I. Sutton, coauthor of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder

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Trending articles

1.The most agile day
What the Allied invasion of Normandy has to teach us about the power and utility of organizational agility.
2.Teaming is hard because you’re probably not really on a team
Hybrid and remote work are complicating many of the collaborative challenges that were present long before the pandemic arrived.
3.Can you master the inner game of leadership?
Conflicting demands and challenges must be managed. Here’s how to do it.
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5.How India’s Godrej Consumer Products innovates for emerging markets
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