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4ds-featured

The 4 D’s of Successful Business Transformation

September 25, 2016 • LEADERSHIP, SPECIAL FEATURES, TransformationComments (0)

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 you to Derek. He is the CEO of a Pan-European business in the manufacturing sector and a bit of a

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dwimbs-featured2

The Quest for Operational Efficiency: The Story of DWIMBS

September 25, 2016 • Business Process, Finance & Economics, OPERATION, SPECIAL FEATURES, STRATEGY & MANAGEMENTComments (0)

By Sherilyn Casiano To operate a successful business effectively and efficiently, you need to have relevant and accurate information regarding the performance of the business. In this article, Founder and CEO of S.I. Williams Wealth Management, LLC, Sherilyn

customer_featured

Successful Digital Transformation Starts with the Customer

September 23, 2016 • Marketing & Consumers, STRATEGY & MANAGEMENTComments (0)

By Joerg Niessing  Running a business in this digital era is truly challenging. And in light of this, Joerg Niessing shares the three chief takeaways for digital players about Telenor Banka’s story and importantly, discusses that customer experience should

changeleader-featured

Leading Enterprise Wide Transformation and the Change Leader’s Job

September 23, 2016 • LEADERSHIP, Team Managment, TransformationComments (0)

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

digital-transformation_featured

The Building Blocks of Digital Transformation: Intelligence, Integration and Impact

September 23, 2016 • Big Data & Analytics, STRATEGY & MANAGEMENT, TECHNOLOGY, TransformationComments (0)

By David Dubois Leading an organisation’s digital transformation simultaneously entails driving change within three key pillars of one’s business: intelligence (competitive insights); integration (organisational structure and capabilities); and impact

creative-featured

Creative Strategy and the Business of Design

September 22, 2016 • Marketing & Consumers, STRATEGY & MANAGEMENTComments (0)

By Douglas Davis Creatives get various demands and design requests from clients, but there’s this exact same request hidden in all of it: “Solve my problem.” In this article, Douglas Davis explains the need to explore the words behind the pictures and

personal-branding_featured-image

Personal Branding As Affective Regime

September 21, 2016 • Marketing & Consumers, STRATEGY & MANAGEMENTComments (0)

By Lionel Wee and Ann Brooks  This article critiques the idea of personal branding – from pointing out how it is currently popularised and relied on the mythical notion of “true self” to being regarded as an effort for an affective regime.

Aerial photo of the Sisslerfeld site
© Gerry Thönen

Aargau – Scope for Life Sciences Innovations

September 20, 2016 • Global Business, INNOVATION, SPECIAL FEATURESComments (0)

For many years, Switzerland has been one of the most innovative and competitive business locations in Europe, as demonstrated by various rankings such as the Global Innovation Index and the Innovation Union Scoreboard. The canton of Aargau, in particular, has

one-company_featured

Creating a One-Company Culture: Internal Strategy for External Success

September 19, 2016 • STRATEGY & MANAGEMENT, Team Managment, TransformationComments (0)

By Paul Argenti In the last century, large corporations have expanded in size, reach, and complexity. To keep employees aligned strategically, management must dedicate resources to creating a One-Company culture, one in which employee self-interest and

talent-management_featured

The Global Talent Management Challenge

September 16, 2016 • STRATEGY & MANAGEMENT, Talent ManagementComments (0)

By David G. Collings David G. Collings outlines key factors which can effectively develop global talent management systems to drive sustainable performance based on his own experience with multinational organisations.   Introduction Talent management is