As command-and-control structures crumble, blending perspectives and embracing technology creates stronger, more innovative organizations.
A problem that comes up surprisingly often with CEOs I work with is “My biggest blocker is… my best person! What do I do?”. It is pretty dispiriting to find that the person you most need onside is the person seemingly slowing things down the most.
Excessive and misaligned status meetings disempower teams and cause organizational drag. Resetting meeting governance and cascading authorities smooths flows and boosts efficiency and productivity.
Leaders must drive constant evolution, steering organizations to adapt fluidly using data-backed decisions. Nostalgia for past glory won’t yield future success – timely transformation guided by courageous leadership does.
As the tragic Post Office scandal highlights, falsely promoted technology can wreak havoc on human lives when governance falters – but engaged leaders committed to understanding contexts can correct dysfunctional structure.
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.
Les Brookes outlines everything that should be on your senior leadership team agenda for 2024.
Modern businesses have to be agile and dynamic to thrive. Yet outdated ways of working are causing a disconnection between the boardroom, where PowerPoint and Excel remain, and our new information reality.
It’s counter-productive to pin all hopes and excuses on precise predictions in an increasingly uncertain world. Holding planners & managers accountable for detailed perfection will create an impossible burden and hamper meaningful business transformation.
Servant leadership has left CEOs dealing with too many operational decisions. They need to focus on the bigger strategic matters, argues Kirsty Braines, CEO, Oliver Wight EAME.
