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The Road to Sustainable Business Mobility

September 19, 2014 • Business Mobility & E-Commerce, Climate Change, Global Business, SPECIAL FEATURES, Strategic Spotlight, STRATEGY & MANAGEMENT, SUSTAINABILITY & ETHICS, TECHNOLOGYComments (0)

Interview with Carsten Kwirandt In this day and age, sustainability must be on the agenda of every organisation – particularly when it comes to their mobility needs. Below, Alphabet International’s Head of Marketing and Business Development, Carsten Kwirandt, shares unique insight into the company’s approach to helping organisations decrease their

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Clarifying Strategy is Simple. Aligning Your Organisation is Not

September 19, 2014 • Business Process, Global Business, OPERATION, SPECIAL FEATURES, STRATEGY & MANAGEMENTComments (0)

By R. Lynch, A. Roman and G. Mac Criosta A clearly defined and accessible business strategy is crucial to any organisation’s ability to optimally align resources. Executing this is, however, easier said than done. Below, the authors address five key

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Wharton: Where Entrepreneurs Learn the Business of Business

September 19, 2014 • LEADERSHIP, Leadership Development, MBAs & Executive Education, SPECIAL FEATURESComments (0)

Max Baumann’s company Just Chill started with an idea for a beverage that could help people stay cool and calm. “Stress is the number one health epidemic in the U.S. There were plenty of drinks that provide energy, but none that help you stay calm. I

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Succession Redefined: Family Business Succession in the 21st Century

September 19, 2014 • SPECIAL FEATURES, Strategic Spotlight, Succession Planning, SUSTAINABILITY & ETHICSComments (0)

By Richard Shrapnel In this article – the final in the Succession Series by Baker Tilly International – the author considers how business succession has been redefined, the rewards available to those that get it right, the challenges they will have to

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Economic Development: It’s About Placemaking

September 19, 2014 • Global Business, INNOVATION, SPECIAL FEATURES, STRATEGY & MANAGEMENTComments (0)

By Richard Ball As we progress towards a knowledge-based economy, strategies for economic development must increasingly take into account the importance of place. Here, Richard Ball highlights the importance of diversity and culture in allowing smaller and

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The Personal Wealth Revolution – Time to Formalise Your Family Office

July 17, 2014 • Finance & Economics, SPECIAL FEATURES, Succession PlanningComments (0)

By Sherilyn Casiano For the entrepreneur and closely- held family business owner, a family office, set up with the proper foundation, can be a huge help in the succession processes and beyond. Below, Sherilyn Casiano argues that having a formal family office

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The Spreadsheet Sabotage and its Impact on Supply Chains

July 17, 2014 • Business Process, OPERATION, SPECIAL FEATURES, Supply ChainComments (0)

By Karin L. Bursa Although many employees are not properly trained to use them, spreadsheets are used by the a huge number of businesses worldwide to manage data. In this article, Bursa explores the difficulties and issues with companies exclusively relying

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Developing Leaders with Practical Mastery

July 17, 2014 • Coaching, LEADERSHIP, Leadership Development, SPECIAL FEATURESComments (0)

By John Sutherland You may know about leadership but can you lead? One you learn from a book or a course, the other through repeated trial and error in the real world of work. The difference is critical when you need to ensure you get a healthy return on

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Embedding Security in the Internet of Things

July 17, 2014 • Big Data & Analytics, Business Mobility & E-Commerce, Internet of Things, SPECIAL FEATURES, TECHNOLOGYComments (0)

By Jim Carlsson The Internet of Things will mean a better-connected world, with huge possibilities for positive change – and big opportunities for cyber-criminals. Jim Carlsson, CEO of Clavister says security must be placed at the heart of the next

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Strategic Planning & Execution in an Uncertain World

July 17, 2014 • Global Business, MBAs & Executive Education, SPECIAL FEATURES, STRATEGY & MANAGEMENTComments (0)

Setting business strategy used to be as simple as defining what the organization wanted to achieve and then laying out the steps to get there.Management used this plan to set priorities, allocate resources, assess operations, align employees, and satisfy