Research has demonstrated that competitive advantage in business, today, erodes faster than in the past. In the coming decades, organisational design will be key if business executives reset management by making the transition from traditional and rigid management to organisational agility.
In today's time of rapid change and a shift in our approach towards collaboration, it makes sense to apply design to the ways we work together, right down to individual meetings and workshops. How effective would your organisation be if every session was aligned to your organisational goals?
Most of the published literature has focused on why meetings fail or succeed, scheduling meetings efficiently, planning for a successful committee meeting, etc. Emphasis is now on how to make the best of a meeting. Sufficient focus is not espoused on the leadership dimension, a key aspect for effectiveness.
Busting the following myths:MYTH 1: Aggressive leaders get resultsMYTH 2: Leaders are supposed to have the answersMYTH 3: Leaders do not have enough timeMYTH 4: Extroverts make better leadersMYTH 5: Leaders do not make hard decisions based on feelingsMYTH 6: Leaders tell it like it isMYTH 7: Leaders make mission firstMYTH 8: Leaders are highly credentialed and educatedMYTH 9: Great leaders are bornMYTH 10: People will take advantage of a humble leader
‘Conditional telework’, with all its conveniences, is fast gaining acceptance among management as well as employees, alike. However, it does come with its set of disadvantages too and many aspects of it are up for debate.
Just as electricity transformed lives upon its discovery, AI is changing and is continuing to change our lives completely. One of the most discussed topics, these days, is the application of AI in the automobile sector.
While navigating organisational challenges the one thread that weaves together the whole experience is the unbridled power of good communication and storytelling. But if communication is so important, and we are more interconnected than ever before, then why are most managers and leaders so bad at it?
It has been the toughest of times-leading through a pandemic. But what can we learn from what we have all been through? How will it change us as leaders? And how should we lead out of lockdown? These are just some of the questions that we believe leaders should be pausing to ask themselves.
The principles that guide effortless customer experiences seem basic. But the truth is, it is difficult to get customer service basics right, and many organisations don’t. Here are five universal frustrations that can point you in the right direction.
As COVID-19 has created a lasting impact of life, business, culture, etc., the traditional working model is losing ground and is struggling to transform and manage their distributed workforce. This changing work terrain calls for a changed transformational leadership model that is servant-based.
The much-hyped oil and gas industry too is facing several challenges during the ongoing pandemic days. Digitisation and adoption of related technologies in this sector has manifold benefits for the sector itself and also its ancillary industries.
Becoming CEO is a dream for most ambitious executives. But, all too often, this dream turns into a nightmare because new CEOs regularly fail. What is it that new CEOs can do to improve the odds of success?
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