Articles by: Huw Morris

Are Employers at a Critical Tipping Point?

Are Employers at a Critical Tipping Point?

  As Employees have been doing more with less – and in many cases for less – for the last 5 years (and that doesn’t seem likely to change in the near future), it is not surprising that the recent Towers Watson Global Workforce Survey painted a depressing picture. Amongst […]

Read more

 

How do your Corporate Values and your People influence your Strategic Direction?

How do your Corporate Values and your People influence your Strategic Direction?

  How much consideration do you give to corporate values as a leadership team? Develops its ambition for your Enterprise?  Sets corporate direction and incentivises the performance necessary?        The recent Employee Outlook report produced by the Chartered Institute of Personnel and Development (CIPD) suggests that 40% of employees […]

Read more

 

Using “Perishable” Information in Big Data Sets

Using “Perishable” Information in Big Data Sets

  How can your enterprise secure value from the increasing amounts of data that is being collected through an ever increasing numbers of sensors, stored, analysed and interrogated by ever more sophisticated systems? My strong sense is to stick to foundation principals and start by asking how you can improve […]

Read more

 

Compensation for Executive Superstarts

Compensation for Executive Superstarts

Do you use: Benchmark compensation data to set senior executive compensation?  Consider the enterprise’s performance and shareholder return relative to comparable companies? Data on your Senior Executive’s compensation in past years and compensation data across the enterprise? Recently published research by by Charles M. Elson and Craig K. Ferrere of […]

Read more

 

Big Data – Less Strategic Thinking? Improved Management 2.0?

Big Data – Less Strategic Thinking? Improved Management 2.0?

        The continuing debates around “Big Data” have included arguments that with enough data and enough computer power patterns and trends will be surfaced automatically in future.  Is this going to result is less real thinking going into enterprise strategy? Some observers (for example Howard Rohm) have noted […]

Read more

 

Big Data and Corporate Governance

Big Data and Corporate Governance

To quote Silberzahn and Jones “Despite formidable developments in business strategy over the last fifty years, organizations keep being disrupted by events they should have seen coming, but didn’t, or by events they saw coming but were unable to avoid or take advantage of.” We may in a future Blog pick up […]

Read more

 

Setting Strategic Direction

Setting Strategic Direction

  How is Strategic Direction set in your organisation? The short time horizons in some enterprises – not least where tenure in the C suite is short and the primary focus is on meeting analyst’s expectations for the quarter – reduces the attraction of classical strategic planning. Nevertheless I believe […]

Read more

 

Risk Management – The Personal Dimension

Risk Management – The Personal Dimension

As we recruit and develop our people do we place enough emphasis on having people who have the values our enterprise need to flourish and reward our stakeholders this year, next year and into the future? Moreover. Do we provide them with the incentives that will promote alignment of their […]

Read more

 

Modern software applications – benefits & risks

Modern software applications – benefits & risks

  A day last week looking at IBM’s websphere brought home to me how advances in software have really brought value to enterprises in three particular respects: Functional business users  (in Marketing for example) can now make changes to complex systems themselves using very friendly user interfaces – no knowledge […]

Read more

 

Incentivising better Corporate Governance

By

September 17, 2012

Comments are Disabled

Blog, Corporate Governance, Corporate Values

Incentivising better Corporate Governance

  Two Monday Questions … When companies strive to improve and indeed in some cases transition from being good to being great do they give Corporate Governance sufficient focus?   How can we equip Directors better so that there are few occasions for shareholders to ask “how could you let […]

Read more