This month, Karen Thomas-Bland, founder and director of Seven Transformation and a consultant on over 50 mergers and acquisitions, discusses why Musk’s takeover needed to balance change with stability. She recently wrote for Management Today on how to manage personal egos in a takeover, specifically focusing on Musk and Twitter. Elon Musk has wasted no… Continue reading ‘Takeovers are a time to knit people together rather than exclude them’
Alexander Thiel, Partner and Leader of McKinsey’s Sporting Goods Practice, discusses the deeper lessons businesses can take away from football clubs’ development and succession practices… I recently had an enlightening conversation about an element of professional sport – in Europe, particularly football – that, in my view, holds significant value for business and is often… Continue reading What business can learn from sports regarding Talent Management
John Whelan, Director of the Corporate Research Forum and former UK HR Director at BAE Systems, discusses how forum members are operating their hybrid working policies. As we reflect on the experience of the pandemic, it’s an opportunity for business leaders to evaluate the approaches that they have taken. Clearly, remote and flexible working are here… Continue reading Employers are favouring the carrot over the stick
Peter Cheese sets out how organisations can look to improve their productivity, and how such benefits can bring about both short and long-term improvements.
In July, we unveiled our new leadership survey examining various UK political figures and their ability to govern. Now the results reveal who voters believe is best suited to take their place in 10 Downing Street.
As the battle to become the UK’s next Prime Minister intensifies, we have developed a new way of comparing the candidates based on their characters, and not superficial policy promises.
Rita Trehan argues that the pandemic exposed deep-rooted flaws in many businesses that, unless dealt with, will continue to drive employees away from their organisations
Helen Kupp highlights that leadership, guardrails, and reskilling are crucial if organisations are to avoid proximity bias taking hold.
Nick South believes the issue of proximity bias is a particular worry for those organisations looking to make progress on diversity, equity and inclusion.
Business executives have a responsibility to prevent bureaucratic creep in their organisations, and that flattening their structures is the perfect way to do just that.