Courtesy of Brexit, the topic of negotiation seems to be in the news virtually every day at the moment. But the headlines make me question how we will ultimately fare once negotiations are complete.
Cranfield University has partnered with Barclays to launch a Master’s Apprenticeship in Leadership, making the bank the first of its kind to offer this level of apprenticeship.
When assessing return on investment with regard to executive leadership development there are some key questions to consider including:
I appreciate that some readers will not be old enough to remember life without a mobile phone. But for those of us who are, it is interesting to reflect on what happened when we went on a development programme for a couple of days. How did we keep in contact with the workplace so that things didn’t fall apart in our absence?
Economic uncertainty caused by politicians wrestling with the largest peacetime intergovernmental restructure since the Second World War (Brexit, in case you haven’t guessed), a rapidly changing work environment and demographic shifts unseen at any time in history, means that the business world can seem a frightening and hostile place.
Virtual Reality isn’t new. As far back as 1895, the Lumiére Brothers had early cinema-goers fleeing from their seats at the sight of an approaching locomotive threatening to burst from the screen. But does Virtual Reality have a role to play in executive education?
If you want to speak to inspire people then take a tip from the pioneering management guru Charles Handy who once said, “If you want to be successful in business think theatre.”
My driving passion in work I do is the evidence-based belief that the world of theatre offers elegant and critical lessons for business leaders, teams and organisations. What are these lessons? There are many but today we’ll start with communication.
For service operations, innovation is obviously important. It can enable service organisations to raise quality and productivity levels, meet changing customer needs, and overcome superior competitor offerings. But those service organisations looking to develop innovation leadership face a number of challenges—some obvious, some less so.