Category Archive


Values, Values on the wall, Just do business and forget them all: Wells Fargo, Volkswagen and others in the hall

October 20, 2016 • Corporate Governance, LEADERSHIP, Social Impact, SUSTAINABILITY & ETHICSComments (0)

By Avi Liran and Simon L. Dolan There is a growing discrepancy between the values stated on the wall and values in action. In the case of Wells Fargo, most of the company’s values and visions were breached. In this article, the authors discuss effective ways to practice values in action to align it with …

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Creating Effective Organisational Systems through Experimenting with Human Nature

October 18, 2016 • David De Cremer on Management, LEADERSHIP, STRATEGY & MANAGEMENT, Team ManagmentComments (0)

By David De Cremer and Tian Tao If organisations are serious in building cultures that can translate the desire to create joint value into a competitive advantage, it is needed that they become architects of systems that account for the human nature of its


We Are All Executives Now

October 4, 2016 • Leadership Development, MacGregor on Executive HealthComments (0)

By Steven P. MacGregor Last week I was teaching on a new “Executive Program” for Spanish telecommunications giant Telefónica at their Corporate University north of Barcelona. A large multinational aiming to reinvent their business in the face of massive


What Senior Executives Should Know About Sales

September 30, 2016 • Editors' Pick, Global Business, LEADERSHIP, STRATEGY & MANAGEMENTComments (0)

By Frank Cespedes Business is more complex, data more abundant, and more specialists are needed to stay up-to-date with functional best practices. As a senior executive, you can worry all you want about disruption, but you need a salesforce aligned with


The 4 D’s of Successful Business Transformation

September 27, 2016 • LEADERSHIP, SPECIAL FEATURES, TransformationComments (1)

By John Sutherland You cannot build successful transformation in a hurry. The best transformation projects are slow-cooked, not microwaved. In this article, John Sutherland introduces the 4D’s of successful business transformation.   Let me introduce


Leading Enterprise Wide Transformation and the Change Leader’s Job

September 26, 2016 • LEADERSHIP, Team Managment, TransformationComments (1)

By Douglas Ready Implementing Enterprise-Wide Transformation has proven to be troubling – well-regarded consultancies’ research can back this up. In this article, Doug Ready discusses the five embedded tensions that cause transformation difficulties and

Business Team Meeting Around Table For Brainstorming Session

Happy New Year: MacGregor on Executive Health

September 9, 2016 • LEADERSHIP, Leadership Development, MacGregor on Executive HealthComments (0)

By Steven P. MacGregor For most of Europe, especially those engaged in academic pursuits, September marks the beginning of a new year. After the traditional August downtime, during which business leaders too may have had time to read, reflect, write, or


Evolving Leadership in the Digital Age

July 24, 2016 • LEADERSHIP, Leadership DevelopmentComments (1)

By Manfred F. R. Kets de Vries To become more effective and reflective leaders, executives need to learn to improve their behavioural reactions to difficult situations and develop greater emotional intelligence.   The central theme of this article is to


Winning the War for the Best Female Talent

July 20, 2016 • Coaching, LEADERSHIP, STRATEGY & MANAGEMENT, Talent Management, Women in LeadershipComments (0)

By Christie Hunter Arscott, Lauren Noël & Douglas Ready The International Consortium for Executive Development Research (ICEDR) identifies five key themes that emerging women leaders value which companies should focus on to attract, advance, and retain


The Dirty Dozen: How Unethical Behaviour Creeps Into Your Organisation

July 19, 2016 • Corporate Governance, Editors' Pick, Social Impact, SUSTAINABILITY & ETHICSComments (1)

By Urs Müller and Ulf Schäfer This article presents some of the most influential drivers of unethical behaviour in business and suggests counter-strategies. Reviewing the literature from relevant disciplines, the authors draw the attention to twelve factors