Digital Transformation or Digital Disruption

By Peter Thornton & Rob Lambert

Digital disruption has seen the demise of long-established companies and brands and the birth of many new ones. The whole question of digital transformation is requiring private and public sector organisations to rethink their business models, products and services. A new wave of digital technology is putting unprecedented power and capabilities into the hands of customers whilst enabling new entrants who may use technology to enter a market without the traditional high costs of entry.

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#BeBoldForChange: Unleashing women’s leadership potential

By Kassia Gardner

International Women's Day is a vehicle for change to help forge a better, more gender inclusive world. In 2016, organisations and individuals were invited to support the #PledgeForParity campaign which committed to helping women, and girls, achieve their ambitions, challenge bias, advocate gender-balanced leadership, value women and men's contributions equally and create inclusive cultures. On Wednesday 8 March 2017 International Women's Day are asking you to #BeBoldForChange and to “take...

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Points mean prizes: how gamification drives learner engagement with executive development Learning Management Systems.

By Dr Toby Thompson

It’s no secret that executive development budgets are under pressure. Nor that executive educators and their corporate clients are turning to technology as a means of stretching those budgets further, through Learning Management Systems and similar advances.


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Complexity leadership: 6 effective leadership practices

By Professor David Denyer & Professor Kim Turnbull James

What is effective leadership? And in particular, what constitutes effective leadership in the complex, collaborative, cross boundary and adaptive organisations that constitute today’s workplace?

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Effective Executive Development - 15 fundamentals for creating mind-set shift

By Mark Threlfall & David Deegan

A distinctive part of Executive Development is the need to look at mind-set rather than just skills. Einstein is famously quoted as having said “We cannot solve our problems with the same thinking we used to create them.”

Whilst we all can, and should, learn new skills right the way through our lives, when we reach positions of senior responsibility within an organisation, the manner in which we approach business challenges becomes increasingly important. Rather than the focus being on what...

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Developing your workforce through master’s level apprenticeships

By Professor Lynette Ryals


Apprenticeships are mostly recognised as another entry route to higher skills, raising the status of vocational education and work-based learning. But the real impact of the apprenticeships levy for the UK will come from the recruitment of middle and senior managers as ‘apprentices’ at Master’s degree level (the top level 7 in the apprenticeship scale).


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How the Emphasis of UK Manufacturing has changed - Reviewing this year’s Best Factory Award Winners

By Professor Marek Szwejczewski


When I first started judging the Best Factory Awards in 1992, most plants focus was on introducing Total Quality Management, BS5750 and implementing JIT.

Over the past 25 years the emphasis of UK manufacturing has changed and reviewing this year’s winners, we can see that they share several common traits: they have a clear manufacturing strategy, they are customer focused and they have a strong improvement ethos.

This year, from our judging visits, we have noticed other common threads:


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Building resilience from within

By Dr Ido van der Heijden

Resilience is a highly desirable quality in a manager. Life, as we know, is full of surprises, and nowhere is this truer than in the world of business. And, by definition, those in a position of leadership need more resilience than most, because they are the individuals ultimately responsible for directing the organisation’s response to the unexpected.

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Transforming knowledge into action

By Professor Richard Wilding OBE

“Half the money that I spend on advertising is wasted—the trouble is, I don’t know which half,” famously observed American department store magnate John Wanamaker, over a hundred years ago. Sadly, many corporate learning and development departments could today be forgiven for thinking the same about some of the executive development programmes in which they invest.

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Bridging the skills gap in collaborative corporate responsibility

By Professor David Grayson

As company after company has found to its cost, corporate responsibility is a competitive differentiator. Be branded corporately irresponsible, and media news stories and images will soon send customers into the arms of your competitors.

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