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Leaders are made not born
In: Strategic Direction 24 (2008) 4, pp. 10-13
's top corporations share a key element in their success: a keen understanding of the value of top‐notch leadership. Until … recently the concept of leadership was shrouded in a great deal of mystique, leading to the common perception that somehow …, certain individuals were just singled out for leadership. In other words, leaders were born to lead and the trick of effective …
Persistent link: https://www.econbiz.de/10015010248
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The human key to effective innovation
In: Strategic Direction 19 (2003) 7, pp. 33-35
The product innovation and development process has come under increasing scrutiny over recent years, and this has lead to the general recognition that innovation is vital for business growth, but that the product development process in many companies is still far from as effective as it needs to...
Persistent link: https://www.econbiz.de/10015009737
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Visual merchandising strategies
In: Strategic Direction 28 (2012) 10, pp. 12-14
Purpose – The aim is to review the latest management developments across the globe and pinpoint 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...
Persistent link: https://www.econbiz.de/10015010764
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Intelligent way to manage change
In: Strategic Direction 30 (2014) 8, pp. 3-5
Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds his/her own impartial comments...
Persistent link: https://www.econbiz.de/10015012610
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Authentic leaders must “walk the talk”
In: Strategic Direction 30 (2014) 8, pp. 6-8
throughout Turkey, it was found that the positive effects of good “authentic” leadership might go even deeper, especially …
Persistent link: https://www.econbiz.de/10015012725
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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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Sustaining a quality initiative
In: Strategic Direction 18 (2002) 4, pp. 15-17
continual basis. In short, culture and leadership are crucial. This has been well documented as far back as 1951, yet there has …
Persistent link: https://www.econbiz.de/10015009566
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Taking the mantle at Mattel
In: Strategic Direction 18 (2002) 5, pp. 9-12
In May 2000, Robert A. (“Bob”) Eckert, a former vice‐president at Kraft Foods, Inc., walked into the world’s largest toy company to face a monumental challenge. Mattel Inc. was losing over 1 million dollars a day, and it was obvious that significant measures were needed to rescue it. A...
Persistent link: https://www.econbiz.de/10015009572
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Resistance to change: enemy or ally?
In: Strategic Direction 18 (2002) 6, pp. 21-23
The recent spate of acquisitions, redundancies and CEO casualties ensure that change is an inevitability for many organizations. However, nearly two‐thirds of major change programs prove unsuccessful, and, according to Fortune 500 executives, the primary reason for this is not a lack of skill...
Persistent link: https://www.econbiz.de/10015009588
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Nature or nurture? Turning to the military in the leadership debate
In: Strategic Direction 18 (2002) 8, pp. 10-12
Is leadership all about nature or nurture? The debate has been raging since the beginning of management thinking and is …
Persistent link: https://www.econbiz.de/10015009603