Executives in large organisations encumbered with legacy structures and intransient silos can find themselves glancing enviously at agile tech start-ups. But they need to do more than look. They must learn from these customer-focused, data-smart challengers if they hope to stay relevant. [read more]
Stepping into the Chair role can be a daunting prospect. No doubt the incoming person will have plenty of business experience to draw on, but they will still need to learn how to orchestrate discussions, manage egos and retain a degree of objectivity when evaluating the performance of the management team. [read more]
Every time a company fails, accusatory fingers are pointed at the Chair and non-executive directors, especially if it’s a Plc. The questions come thick and fast: How could they have been unaware of what was going on? Who was holding the CEO and leadership to account? Why did they not have proper systems and controls in place? [read more]
Highly effective CEOs and senior executives retain an awareness of the wider business landscape, as well as their own personal progression and development as leaders. They don’t allow themselves to become overwhelmed by the operational tasks and responsibilities of their roles. [read more]
The steady creep of underperformance can, if left unchecked, easily result in a crisis situation. Leaders need to be honest about results, taking the time to identify where problems exist and then commit investment, where possible, into a practical plan for recovery. [read more]
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