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LEADERSHIP
Category Archive

Operationalising Excellence: Making it Happen – Part I

November 24, 2011 • LEADERSHIP, OPERATION, Business Process, Supply ChainComments (0)

By Sean Culey In the last edition of The European Business Review, my article called ‘The 7 Keys to Unlocking Organisational Greatness’ was published, in which I identified seven key elements of a business that need to be aligned and integrated in order to create a foundation for success. The article also discussed the difficulties …

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Redesigning Leadership: Design, Technology, Business + Life

November 24, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, INNOVATION, TECHNOLOGY, Global Business, Emerging Ideas, Leadership DevelopmentComments (0)

By John Maeda and Becky Bermont There is a simple saying in Japanese that epitomizes the nature of striving for excellence, “Ue ni wa ue ga aru.” It translates as, “Above up, there is something even higher above up.” To me, it is an eloquent

The Rise and Consequences of Corporate Sustainability Reporting

September 28, 2011 • SUSTAINABILITY & ETHICS, Corporate Governance, Finance & Economics, Social ImpactComments (7)

By Ioannis Ioannou and George Serafeim In the last two decades a growing number of companies across sectors and geographies are communicating to their stakeholders their initiatives and performance within the environmental, social and governance (ESG)

Think Again: How good leaders can avoid bad decisions

September 28, 2011 • LEADERSHIP, Corporate Governance, Leadership DevelopmentComments (0)

By Andrew Campbell and Jo Whitehead Leaders can make good decisions or less good decisions. Several years ago, we set out to understand the causes of these less good decisions. Our main finding is that the bad decisions start when the brain lets us down. You

Woman in Consulting: Q+A with Claire Arnold

September 28, 2011 • LEADERSHIP, Women in LeadershipComments (0)

Claire Arnold is a founding partner of Maxxim Consulting. In this interview, she told us about her management philosophy, visions as well as her views on the future for Maxxim and other consultancy firms. You might also like: Conflict Contagion: A Virus to

What Do Bosses Do Today? Rethinking this still-essential role for a new world

September 28, 2011 • LEADERSHIP, Editors' Pick, Leadership DevelopmentComments (0)

By Linda A. Hill and Kent Lineback Being a great boss has always been hard. The challenge for organizations today is that it’s getting both harder and more essential at the same time. How and where will organizations find great bosses who can effectively

The 7 Keys to Unlocking Organisational Greatness

July 20, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, OPERATION, People Management, Business Process, Leadership Development, Strategic Spotlight, Supply Chain, Team Managment, TransformationComments (0)

By Sean Culey Sean Culey, member of the European Leadership Team of the Supply Chain Council and CEO of business improvement consultancy SEVEN Collaborative Solutions, discusses the challenges of creating organisation wide process integration, strategic

Brain Science and the Tasks of the Manager

July 20, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, INNOVATION, Emerging Ideas, Leadership Development, Strategic Spotlight, Team ManagmentComments (0)

By Robert Chapman Wood, Gerald A. Cory Jr., and Osvald M. Bjelland Ego and empathy—the two great drivers of business—come from distinct sets of elements in our brains. Excellent business performance requires using the two sets effectively together. And a

Why Value Value?

July 20, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, Corporate Governance, Finance & Economics, Editors' PickComments (0)

By Tim Koller, Richard Dobbs and Bill Huyett Most executives have figured out how to create value for shareholders through experience, observation, and intuition. They’ve developed a wealth of personal wisdom that typically takes them in the right

Why Leaders Fail

July 20, 2011 • LEADERSHIP, SPECIAL FEATURES, Editors' Pick, Leadership Development, Strategic SpotlightComments (0)

By Patrick R. Dailey “All too frequently, an exceptional executive encounters a corporate trap door, falls, and then derails. This article presents 21st century challenges—corporate trap doors—that arise to snare exceptional executives.” You might