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Can we alter behaviours without “culture change”?
Coulson-Thomas, Colin - In: Strategic Direction 30 (2014) 5, pp. 37-39
a “new leadership” and shift of emphasis is required.  …
Persistent link: https://www.econbiz.de/10015012345
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The power of blind spots. What companies don't know, surprises them. What they don't want to know, kills them
Gilad, Benjamin - In: Strategic Direction 27 (2011) 4, pp. 3-4
be the only way to overcome top executives' denial mechanisms. Social implications – Boards should be careful not to … interfere with management, but also not to allow “blinders” to kill the organization. Boards can take a more positive and … blindspots, calling for the first time on Boards to get “down and dirty” with middle management and top executives in a unique …
Persistent link: https://www.econbiz.de/10015010592
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Determinants of board participation in the strategic decisions of small corporations
In: Strategic Direction 22 (2006) 3
Persistent link: https://www.econbiz.de/10015010875
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Behind the curve
In: Strategic Direction 39 (2023) 8, pp. 14-15
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 their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015012717
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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
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How GE restructured to become more than the sum of its parts
In: Strategic Direction 18 (2002) 9, pp. 11-14
With the beleaguered ABB struggling to stay out of the red as Siemens announces quarterly profits substantially up on the past months, the jury is still out on conglomerates. Are they a thing of the past or will they survive this economic slump to rise triumphant later this decade? There is...
Persistent link: https://www.econbiz.de/10015009612