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Understanding and Mastering Complexit

March 23, 2012 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Wolfgang Amann, Christoph Nedopil & Ulrich Steger Complexity is re-emerging as a topic in top management. A combination of factors, such as the severe repercussions of the financial crisis and the acceleration of technological change, has reminded executives of the challenge in not only surviving, but also strengthening their companies’ foundations

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Delivering Transformational Change

March 23, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, Global Business, TransformationComments (0)

By David Miller Change is becoming more frequent, radical and complex. Failure rates of change projects are high because organisations fail to implement the change fully. To overcome these challenges, the knowledge, skills and processes must be developed by

The Future Quotient: Managing Seriously Long-Term Risks and Opportunities

March 23, 2012 • STRATEGY & MANAGEMENT, SUSTAINABILITY & ETHICS, Global Business, Finance & EconomicsComments (1)

By John Elkington To succeed in the new world order, leaders need to switch from thinking about incremental change to transformational, systemic change. You might also like: Reinvention: Critical to Business Success, but not Always Obvious Conflict Contagion:

So, you think you have a strategy? Five poor excuses for a strategy

January 23, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, Corporate Governance, Global BusinessComments (0)

By Freek Vermeulen No matter how colourful your PowerPoint presentation, it does not mean you have a strategy. So what is strategy and what are the most common mistakes one can make when presenting a strategy?   You might also like: Reinvention: Critical

Has the quality of our politicians declined or is the world becoming impossible to manage?

January 23, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, SUSTAINABILITY & ETHICS, Global Business, Social ImpactComments (0)

By Michael Cox We live not just in ‘interesting times‘, but in quite extraordinary times where few in the West now appear to have much confidence any longer in the notion of the West. Time therefore to take a moment to reflect on how these multiple and

Reinventing Management

January 23, 2012 • LEADERSHIP, STRATEGY & MANAGEMENT, INNOVATION, Corporate Governance, Global Business, Emerging IdeasComments (2)

 By Julian Birkinshaw What is the future of management? Can management be reinvented to make it more effective as an agent of economic progress and more responsive to the needs of employees? You might also like: Reinvention: Critical to Business Success, but

Does China Want to Buy Up Europe? Europe’s Crisis and China’s Reluctant Rise

January 23, 2012 • STRATEGY & MANAGEMENT, Global Business, Finance & EconomicsComments (0)

By Roland Benedikter and Jae-Seung Lee In the occasion of Germany’s Angela Merkel’s visit to China on 3rd February 2012, Chinese premier Wen Jiabao stated that “China does not want to buy Europe”. While unusual in international diplomacy, Chinese

Which Companies Benefit Most from UN Global Compact Membership?

November 24, 2011 • STRATEGY & MANAGEMENT, OPERATION, SUSTAINABILITY & ETHICS, Global Business, Social ImpactComments (0)

By Jette Steen Knudsen In this article I examine a key business question: which kinds of companies are most likely to benefit from joining international corporate social responsibility (CSR) initiatives and how should they proceed? You might also like:

Making Inclusive Growth a Reality: Lessons from India

November 24, 2011 • STRATEGY & MANAGEMENT, INNOVATION, Global Business, Delivering Innovation - Accenture Research, Emerging IdeasComments (0)

By Raghav Narsalay and Anish Gupta Reaching out to the poor in emerging markets has long been a laudable social goal. But in India today, it also represents the biggest business opportunity of the coming decade. While a number of obstacles stand in the way,

Complexity Kills Profits – CEOs need to simplify their businesses

November 24, 2011 • LEADERSHIP, Corporate Governance, Global Business, Finance & EconomicsComments (4)

By Simon Collinson and Melvin Jay The competitive environment is becoming more complex and unpredictable, and senior managers have no control over the underlying trends, from globalisation to technological change. The most damaging kinds of complexity,