Jack was so worried it was Jack's big day. It all depended on this one test, and Jack's knees were shaking and he was trembling. The test would tell Jack if he was smart enough to go to the 6th grade, but if he didn’t pass Jack would have to stay an extra year.
One of the funniest jokes about being a freelancer goes as follows: I did not want to work 9-5, so I quit my job and became a freelancer, and now, I work 24/7. While it sounds funny, it is largely true. Most freelancers work way more than people in regular jobs. But, there is a way to have a freelance job while working normal hours. The secret is staying productive. Here is how I do it.
“If you always do what you’ve always done, you’ll always get what you’ve always got.”
--Henry Ford
You are running above the Earth,
Trying to help, to make, to feel.
New smells, new places, new wheels-
Everything inspires your heart.
Leaders may believe they steer their business ships. But “there is a long-standing controversy about the relationship between culture and leadership. Do leaders shape culture, or are they shaped by it?” as Bolman and Deal (2008) point out.
Bass (1990) defines transformational leadership in this way: “Superior leadership performance -- transformational leadership -- occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purpose and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group” (p. 21). The article proposes a concept of transformational leadership as a synthesis of adaptive, authentic and inspirational leadership approaches.
Hailed as one of the world's greatest portrait photographers, Platon has captured the likings of world leaders, actors, musicians, and human rights victims. What does it take to capture the world’s most recognizable images? I spoke to Platon himself to find out.
Many organizations today are project-based or project-oriented, and these organizations are strongly connected to corporate strategy. Indeed, the role of project-based operations is 1) to implement corporate strategy 2) to translate this strategy into programmes and projects and 3) to create a competitive advantage for the organizations. In that context, we ask two questions: 1) Do the business operations design parameters apply to project-based operations design? and 2) What changes are required to make design parameters work effectively at project-based operations?
In recent years the topic of transformation has become increasingly important and sparked interest in both academic and empirical fields. Business and social environments are changing quickly and encouraging companies and societies to find new ways to adapt and change frequently. Transformation programmes have become common in all industries and markets -- continuous transformation is a new normal ecosystem.
Because business environments change frequently, leaders do not invest enough time understanding cultural differences and their impact on corporate lives.
“In theory, theory and practice are the same. In practice, they are not.”
–Richard Feynman (but attributed to many)
In this article we introduce critical success factors by which leaders can frame contracts and deliver expected results. Addressing those factors can enable partners to achieve their objectives.
Global businesses have an enormous impact on nations and communities across the world. Business leaders are creating social value by expanding globally and partnering with cross-border institutions.
In this article we propose a few simple techniques for increasing the efficiency and effectiveness of risk management in business partnering engagements: 1) planned opportunism 2) collective reflection-in-action 3) multi-frame thinking 4) emerging opportunities and 5) reporting framework – partnering philosophy.
Reliance on planning and forecasting has mushroomed since the dawn of the computer era. Data flows freely up and down the business hierarchy, greatly enhancing leaders’ ability to oversee performance and respond in real time. Nonetheless, there are still substantial problems in both theoretical and practical development of planning and forecasting; examining these problems carefully will inform future research.
The world of transformation management has evolved significantly. Though today’s leaders use artificial intelligence techniques to predict outcomes, transformation remains challenging and unruly. Kotter (2006) says, “Most major change initiatives – whether intended to boost quality, improve culture, or reverse a corporate death spiral – generate only lukewarm results. Many fail miserably” (p. 1).
Having a proper operating model is a key prerequisite of business success, a starting point for making organizational design decisions. The model first works as a spine to frame relevant business processes and governance environments. Second, it brings transparency to organization structure. Third, it allows businesses to create effective motivation systems and management practices. Finally, the model enables companies to pursue a deliberate set of business priorities.
“The soul is here to find its own way -
to do what’s next, to experience.”
- William Ayot
Many businesses face liquidity crises; the list is growing fast and becoming endless. What causes this brutal phenomenon? There are no easy answers. Here we aim to introduce an approach by which leaders can minimize liquidity management risk and enrich the experience of key stakeholders. A sophisticated approach in governing order-to-cash (OTC) process is an essential prerequisite for achieving and sustaining success.
Despite the rapid development of transformation management field theories, tools and techniques, only a handful of change efforts have in fact been successful. We therefore find it necessary to introduce a framework by which leaders can enhance a transformation programme and deliver expected results.
