Archive for category: Corporate Values

Are conflicts of interest undermining Leadership Development?

Are conflicts of interest undermining Leadership Development?

The last few weeks have seen former leaders being reappointed at Proctor and Gamble, J.C. Penney, Infosys and Chelsea Football Club. Whilst Mr Lafley, Mr Ullman, Mr NR Narayana Murphy and Mr Mourinho have previously demonstrated their competence for the roles and may therefore be considered to be “low risk”, […]

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Succession Planning

Succession Planning

In this week when the resignation of the Manchester United Manager Alex Ferguson has put the issue of succession on front pages  it is perhaps timely to reflect on succession plans. How do you approach succession planning in your enterprise? Having personally experienced a spectrum of approaches from a highly […]

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Developing & Maintaining Entrepreneurial Success

Developing & Maintaining Entrepreneurial Success

  The opportunity to judge a University Competition for teams of young Entrepreneurs and then Rosebeth Moss Kanter’s entrepreneur focused HBR blog, have caused me to reflect again on the needs that external consultants could reasonably provide on a point of need basis. I was greatly energised by the effort […]

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Developing Leaders for our connected Economy

Developing Leaders for our connected Economy

            “The dogmas of the quiet past are inadequate for the story present. The occasion is piled high with difficulty and we must rise with the occasion. As our situation is new, so we must think anew and act anew.” Abraham Lincoln, 1 December 1862.   […]

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Global and Local Agility without Hubris

Global and Local Agility without Hubris

In the last week I have been provoked to think about two dimensions of enterprise performance: Encouraging enterprise ambition while limiting the risks from Hubris amongst the leaders The balance between acting globally and being locally agile The Economist Article “Davos Man and his defects” comments on the spread of […]

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Training First Line Managers and Supervisors

Training First Line Managers and Supervisors

Do you set out to grow supervisors and future leaders in your Enterprise or do you “buy-in” top Leadership when vacancies in the C suite occur and expect Supervisors to develop their Management and Leadership Skills “on the job” with negligible training or coaching?  Moreover is there a collective sense […]

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Raising Collaboration & Performance

Raising Collaboration  & Performance

   Michael Schrage’s recent Harvard Business Review Blog highlighted both barriers to cross enterprise collaboration and ideas such as internal competitions to overcome these challenges.   Over my career in the Royal Air Force, in a very large global consulting firm and then in a smaller firm, I have been […]

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An Excellent Team?

An Excellent Team?

England’s victory over New Zealand was a great experience to witness at Twickenham on Saturday. I thought the performance was a tremendous example of a team having the ambition and commitment to proactively engage with the competition and the talent and architecture to execute this successfully.   Gareth Jones, a […]

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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 […]

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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 […]

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