Tim Clayton-Ball argues that as well as current ability, future potential and development are crucial in ensuring that organisations find the right leaders.
Category: Interview
The shifts in worker preferences… are permanent
Bhushan Sethi believes the pandemic brought issues around diversity and wellbeing to the fore and made workers reassess what they want from their jobs
“The flexibility genie is out of the bottle and isn’t going back in.”
Kate Lister, President of Global Workforce Analytics, believes that companies must recognise, if they haven’t already, that flexibility is now the name of the game, and results-based management must be the goal.
Google learned the hard way why hierarchical structure is important
Saerom (Ronnie) Lee, Assistant Professor of Management at the Wharton School, University of Pennsylvania, argues countless examples of flat structures failing highlight the need for hierarchical structures in business.
What do we mean by the metaverse?
Peter Schwartz, Senior Vice President of Strategic Planning at Salesforce, feels that to a certain extent, we are already living and working in a metaverse, just one without the headsets.
We have seen a power shift from employers to employees
Julia Lamm, Global Workforce Strategy Leader and Principal at PwC United States, feels that, among other areas, the pandemic has highlighted the importance of meaningful work and career paths for the new employee experience.
“I’ve never seen a period of time that’s been so stressful for CEOs”
Kevin Cashman argues that leaders are shifting from an ‘executive’ to an ‘enterprise’ style of leadership as a result of the pandemic, and that getting the balance right between their businesses performing and transforming is crucial.
“Partly personality, partly ideology, and partly everybody defending their turf.”
Vince Cable, former UK Business Secretary, For the November edition of The Loop, we spoke to Sir Vince Cable, former leader of the Liberal Democrats from 2017 to 2019, and former Business Secretary in the UK’s Coalition Government of 2010 to 2015 argues that money in particular was crucial to interdepartmental disagreements, and that a strong presence at the heart of government would be a key factor in encouraging wider collaboration.
“B2B clients are starting to think like B2C customers.”
We spoke to CX expert Shep Hyken on B2B feedback, and how B2B clients are becoming more like B2C customers with their expectations.
Team objectives can help when you need collaborative behaviours and interconnectedness
We spoke to Jonny Gifford of the CIPD to discuss the changes that have taken place in performance management and whether there is still a place for any individual management in the workplace