Resilient Leadership: How to Build Resilience and Help Your Team Thrive by Susie Kennedy Resilient Leadership The final paragraph of George S. Everly’s Harvard Business Review article of 24 June 2011 is thought-provoking1. Everly’s suggestion that in 2011 “To say we live…
The Discipline of Change by Susie Kennedy & Andrew Bray We are in the fourth industrial revolution, Industry 4.0. The speed of change is truly exponential, driven by digital technologies including artificial intelligence, robotics, cognitive technologies, autonomous cars, 3D printing,…
Making Perpetual Transformationthe Norm by Susie Kennedy As well as dealing with rapidly evolving political, economic, technological and environmental changes, organisations are experiencing unprecedented internal and external pressures from multiple stakeholders. Here we look at some of the forces creating…
By Tera Allas, Martin Checinski, Roland Dillon, and Richard Dobbs An increase in the number of successful ones could help solve society’s greatest challenges, serve citizens better, and support the more productive use of public resources. Read the full report…
In this Harvard Business Review article, Linda A.Hill captures the nature and sources of difficulties facing new managers. She describes the underlying misconceptions about life as a manager, and the reality. Hill says learning to lead is a process of learning…
An article from the Financial Times showing how you can encouragecreative thinking by having ‘tech-light’ days. Read More
From McKinsey Quarterly (August 2016) THE CEO GUIDE TO CUSTOMER EXPERIENCE Companies that create exceptional customer experiences can set themselves apart from their competitors. What do my customers want? The savviest executives are asking this question more frequently than ever,…
Key ideas from the Harvard Business Review articleby Robert F. Hurley The Idea Half of all managers don’t trust their leaders. And in organizations mired in mistrust, stress, divisiveness, and lackluster productivity prevail-prompting valued employees to flee to more motivating…
Our 3D Model for managing organisational change projects helps managers balance effective people management with project management to avoid the large scale failures that Isabelle Royer describes in her Harvard Business Review article and used as case studies on our programme. Here’s…
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