Leaders often view strategy and risk as separate entities—strategy is celebrated in boardrooms, while risk is delegated to compliance teams. This artificial separation undermines both disciplines.

Recently, a CEO I know (I’ll call him Jeff) invited me to weigh in on a corporate strategy initiative that his company was undertaking. Jeff and his leadership team had been focused on day-to-day ...

When big strategic changes are announced from the top, they often feel abstract or irrelevant to the people doing the day-to-day work. As a leader, your job is to translate strategy into meaning and ...