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Celebrating excellence in practice: an interview with Jan Ginneberge and Martine Plompen
by Gareth Bell, Interview - In: Strategic Direction 28 (2012) 11, pp. 30-33
Purpose – The purpose of this article is to provide an interview with Jan Ginneberge and Martine Plompen. Design/methodology/approach – The paper provides an interview with Jan Ginneberge and Martine Plompen of the EFMD. Findings – The paper outlines the purpose of the EFMD's Excellence in...
Persistent link: https://www.econbiz.de/10015010779
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Ford, Pilkington and Ericsson ring in the changes
In: Strategic Direction 18 (2002) 4, pp. 4-6
Globalization, deregulation, and a growing knowledge workforce have radically altered the role of the modern manager. The ability to lead organizational change is no longer a nice‐to‐have skill but a necessity. And as companies abandon traditional, hierarchies in favor of the flatter, more...
Persistent link: https://www.econbiz.de/10015009561
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Clearing the leadership hurdles
In: Strategic Direction 20 (2004) 1, pp. 18-20
Not all management leaders are high‐profile champions of causes, fitting the traditional heroic mold. So‐called quiet leaders are often just as effective when tough decisions are required. Their stealth tactics and slowly‐but‐surely approach may even be just what is called for in...
Persistent link: https://www.econbiz.de/10015009754
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Psychology lessons from the BBC
In: Strategic Direction 20 (2004) 2, pp. 25-27
With levels of competition ever increasing, even the most traditionally confident of organizations are feeling the pressure to stay in the game. Stuck in long‐standing strategic ruts with the same names dominating key roles, more and more firms are finding that revenues are falling as market...
Persistent link: https://www.econbiz.de/10015009767
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Welch legacy doesn't convince all
In: Strategic Direction 21 (2005) 1, pp. 16-18
on value innovation and tipping‐point leadership carried out on behalf of Norwich Union Insurance (UK) who sought the … help of academics at Insead Business School in France to develop a leadership strategy to support value innovation and …
Persistent link: https://www.econbiz.de/10015009858
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BT rings the changes
In: Strategic Direction 21 (2005) 5, pp. 27-30
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – We scan the top 400 management publications in the world to identify the most topical issues and latest...
Persistent link: https://www.econbiz.de/10015009900
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How communication aids innovation
In: Strategic Direction 22 (2006) 4, pp. 17-19
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015010009
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What's your story? Corporate messages to touch the soul
Murray, Wallace - In: Strategic Direction 23 (2007) 5, pp. 3-4
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015010136
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Chief executives you can bank on
Brown, Rachel (ed.) - In: Strategic Direction 23 (2007) 6, pp. 18-21
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10015010152
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Transforming leadership for success and sustainability
In: Strategic Direction 27 (2011) 3, pp. 19-21
impartial comments and places the articles in context. Findings – Management and leadership are often used as synonyms, but to … exhibit leadership, and leadership must engage with management to make sustainable change, the two concepts are substantially …. Leadership, however, is required whenever transformative change is needed. Transformative change requires vision and creativity …
Persistent link: https://www.econbiz.de/10015010587