A family business survives and thrives thanks to a delicate balance of economic, business, social and emotional factors. But this requires a unifying and transformative leadership model, says IE’s Manuel Bermejo.
Becoming a data-driven company involves more than a shift from one IT system to another. Customers, employees, processes, products, and ultimately the entire organization are transformed into data streams to be analyzed and understood. Some processes will become obsolete, while critical thinking and analytical skills, more in demand.
Agile methodologies are now in demand, but they are not the solution to everything. There are various types of practices, and an organisation’s maturity may dictate which approach is the most appropriate.
The financial crisis of 2008, allied to the continuing upheaval in politics that most recently culminated in the UK’s Brexit vote, seem to be pointing to a collapse of trust in institutions and corporations. What can companies and their leaders do to restore faith in their business, not least among their own employees? What kind of investments in people do they believe will have the greatest impact on their companies’ business performance and on the development of their staff?
A report in CEOWORLD Magazine considers the implications of a European study into attitudes among the C-Suite and senior managers.
Corporate learning is a priority, say European business leaders, but measuring business impact is a challenge
FT | IE Corporate Learning Alliance launches Corporate Learning Pulse, a survey of 600 business leaders across Europe, to uncover European business attitudes toward investment in people.