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.
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...
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?
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).
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:
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.
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.
Examples abound of successful businesses grown and managed by a forceful, dynamic leadership, not afraid to impose its vision on the organisation. Unfortunately, examples also abound of successful businesses brought low by a forceful, dynamic leadership, equally unafraid of imposing its vision on the organisation.
We know from leadership research that successful leaders stand out and achieve extraordinary results because they have higher self-awareness, and are better able to manage their thoughts and feelings in the midst of difficulty.
Mindfulness is everywhere these days. At least, many more people talk about it than when I started researching and teaching mindfulness five years ago. But how can you really make it happen at work