Purpose – The purpose of the paper is to present a practical case study of a mid‐size Indian organisation, where the whole brain thinking (WBT) approach has been successfully used to align strategy to development needs, based on a simple but powerful model, the ST‐IM™; the authors also...

The effective integration of on‐the‐job development with off‐the‐job training does not happen often, but when it does the effects can be dramatic. To realise this strategy one company, Kingsway, recognised a need to make a major investment in the development of managerial talent. A bold...

Reports on the reasons for failure in IT applications. Looks at typical cases of failure and defines success factors. Concludes that a range of human and technical factors interplay together, to produce project failure. Offers general guidance for project success, with emphasis on management and...

Examines project management and project work, and the tools and techniques used. Claims these tools and techniques have largely failed to deliver. Details Herrmann′s framework for testing individuals′ preferred ways and modes of thinking in order to forecast their likely behaviours and...

Too many projects are started without sufficient definition or direction, with project managers hoping that matters will clarify as the project progresses. In many cases, this results in a significant amount of rework, pushing the project beyond time and budget limits. This article provides a...

Purpose This paper aims to design and develop a management game in the field of construction project management so that by playing the game, the required level of knowledge, skills, capabilities and overall project management competencies in individuals will be promoted. Also, player’s...

Purpose – The purpose of this paper is to illustrate what would happen if we were to ignore relationships when leading change. Many believe that project management, change management, and related fields, are a matter of marshalling stuff: working the right processes and tasks, writing the...

Describes a team‐building programme at the manufacturing base of Champion Spark Plug which aimed to ensure that the people in the business were equipped and willing to create the changes and improvements required to achieve the business′s mission and objectives. The results of the programme...

Discusses the ageing workforce where half of all managers are over the age of 40. Describes a skill management strategy for dealing with plateaued managers. Concludes that leadership will derive from the respect that comes from demonstrated competence rather than rank and hierarchy.