Feature Article

A new perspective on corporate social responsibility

Reading Time: 4 minutes

Recently I attended Singularity University (SU), a Silicon Valley think-tank. SU educates and inspires business leaders from all over the world to look for break-through solutions to humanity’s grand challenges, such as hunger and poverty. SU argues that only the corporate world has the physical and intellectual capacity to offer sustainable solutions to these problems…

Why you should become an exponential leader

Reading Time: 4 minutes

In 1859, a keen hunter released 24 imported rabbits into the Australian bush, where none had roamed before. Ten years later, Australia’s wild rabbit population was in the millions and by 1920, there were 10 billion.

Thriving leadership: supporting the wellbeing of employees

Reading Time: 3 minutes for introduction article; 15 minutes for Whitepaper (linked)

Over recent years wellbeing has attracted increasing attention and investment. This has been driven by several factors including societal attention on mental health and the growing understanding that organisations have a duty to improve health and wellbeing, not just mitigate risks.

 

Simultaneously, trends such as an increasingly global and competitive market, ageing population and rapidly changing technology, provide great opportunities to the way we work, but also significant threats to our wellbeing.

Why talent management needs to include people analytics

Reading Time: 3 minutes

Algorithms are replacing relationships and instinct in talent management, but not every CEO likes the idea of using digital tools to make people decisions. Of all the decisions a CEO makes, ensuring the right people are successfully recruited, retained and rewarded has the most impact on business growth. Unfortunately, it’s getting harder to find those people.

Digital transformation: build your talent network

Reading Time: 5 minutes

Many Millennials are rejecting a linear career path in favour of building a portfolio of consulting, freelancing, contracting, entrepreneurial and in-house employment experience. This opens the door for CEOs and HR directors to move towards a portfolio approach to employment that is a better fit for the dynamic modern marketplace than the traditional employer-as-owner model.

The human side of managing mergers

Reading Time: 3 minutes

A common reason for M&A (mergers and acquisitions) failure is downplaying the people element. During due diligence, planning focuses on how to realise strategic and financial benefits such as access to new markets, distribution synergies and economies of scale. It’s often assumed the human side will take care of itself once the integrated entity is operational. Yet 3 out of 10 mergers fail for cultural reasons.

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