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Please see below selected recent intelligence about leadership. This is a synthesis of major recent developments at corporates, business schools, thinktanks, media, commentators, and other key influencers in our external environment. New content is in bold.
Please see below selected pre-2016 intelligence about leadership. This is a synthesis of major recent developments at corporates, business schools, thinktanks, media, commentators, and other key influencers in our external environment. New content is in bold.
- In 'A Leader’s Guide to “Always-On” Transformation' Boston Consulting Group argued that, for leaders in large corporations, business today often feels like being on a steep treadmill with the speed control set to max. Three months ago, the company may have finished a cost-reduction transformation to remove management layers and streamline operations. Before it is even clear that the changes have taken root, a disruption in Asia requires implementing a new go-to-market model for several countries. And right around the corner is another large-scale transformation effort, using new digital technology to improve the delivery of services and tap new revenue streams.
- A recent study from MIT Sloan Management Review (SMR) and Deloitte, Strategy, Not Technology, Drives Digital Transformation indicates that employees across all age groups want to work for digital leaders. This finding from the fourth annual digital trends research study conducted in collaboration between MIT SMR and Deloitte, is meaningful because the study also shows that companies advancing further along their digital journey aren’t focused exclusively on the technologies themselves, but instead on core business principles of strategy, culture, and leadership.
Please see below selected intelligence from 2016 and earlier about governance. This is a synthesis of major recent developments at corporates, business schools, thinktanks, media, commentators, and other key influencers in our external environment. New content is in bold.
- Global governance, good governance, failing governance: like so many buzzwords in the field of international development, the word has come to mean different things to different groups. So what is it, asked the World Economic Forum? In its purest form it describes the structures and decision-making processes that allow a state, organisation or group of people to conduct affairs. The most obvious among these is the government running a country, as well as the administrations and groups that ensure its safety and efficiency. But it’s not just governments that govern: institutions such as the IMF, World Bank and United Nations, for instance, have an authority that is recognised the world over. These bodies take a multilateral approach to world affairs, bringing together leaders of public and private sectors, as well as members of wider society, to achieve commonly accepted goals and tackle threats to international security. The business sector is another piece of the puzzle, mostly concerned with how companies regulate themselves and contribute to the regulation of global frameworks.
- The time is up for non-executive directors, warned The Financial Times. Through successive corporate crises and systemic catastrophes, despite — and in part because of — layers of codes and regulations, independent board members have failed to do the impossible job handed to them by complacent fund managers.
Please see below selected recent intelligence about leadership. This is a synthesis of major recent developments at competitors, business schools, thinktanks, media, commentators, and other key influencers.
- In 'How Leaders Inspire: Cracking the Code', Bain asked: what makes a leader inspiring? Companies that can answer this question have a powerful tool to increase their competitive edge. Inspired employees are more than twice as productive as satisﬁed employees, according to research Bain recently conducted with the Economist Intelligence Unit. The power of a company with leaders who inspire at every level up and down the organisation is hard to overstate. These are the companies that consistently pull off innovative or heroic feats in business because so many of the people who work there are motivated to make them happen. Companies spend billions of dollars on leadership training to reinforce and enhance the soft skills that inspire, motivate and create engagement, but most have found that it is deceptively hard to do these things.
- What of the leaders of tomorrow, asked PwC? How do they see these global trends, and do they have the same priorities as previous generations? We decided to answer some of these questions by undertaking a parallel survey with over 200 young leaders from AIESEC, looking at ttwo groups - CEOs and young leaders - side by side, exploring where they agree and differ, the implications for companies looking to attract the best young talent, and what today’s CEOs can learn from those who are most likely to succeed them. Explore the Tomorrow's leaders today findings on the website, including a 2-pager featuring the key findings in infographics.
There is a wide range of methods and strategies for fostering innovation. A collection of videos featured top innovators (the example below focusing on creating an innovative culture) across many industries, who articulated what innovation means to them.