Recently the concept of the “servant leader” has become fashionable. But many directors seemingly take the wrong end of the stick and become servants to their managers and slaves to their business.
24 CEOs give their 24-cents on what leaders should prioritize for 2024.
The focus CEOs need to bring to their management team throughout the year is a drive for optimization, efficiency and cost-control, despite the turmoil in the world.
Oliver Wight Partners Bas Kersten and Dick Heldoorn share some key learnings from the 8th Annual S&OP to Integrated Business Planning Summit.
Les Brookes outlines everything that should be on your senior leadership team agenda for 2024.
With over 70 elections set to stir volatility, companies must boost risk planning while avoiding short-term reactions that forfeit future adaptability.
Don’t underestimate the power of having fun at work, and a little celebration and recognition from managers and especially leaders can go a long way.
Leaders must set the tone - keeping physically and mentally fit helps the decision-making process and inspires others in the organization to be open and collaborative.
Leading successful transformation is challenging at the best of times but strong narratives that involve the people likely to be affected – and told from their perspective – can help.
IBP brings structure, but real transformation requires engaging hearts and minds. Leaders should focus on building trust, creative tension, and shared commitment.
Employees across all industries are becoming less tolerant of future disruption. But with the right tactics – and by taking the Proven Path – leaders can engage teams, break down resistance, and achieve meaningful evolution.
In a world saturated with tech solutions, it can be hard to discern genuine utility from digital distraction. Businesses must beware the pitfalls of tech allure and press the case for genuine data integration.
