All in Leadership
In recent years, the topic of change has gained significant traction in both academic and empirical fields. Rapid evolution in business and social environments compels companies, societies, and individuals to continuously adapt and innovate. This necessity for constant development has made change a recognized norm across all industries and markets, transforming continuous change management into a critical component of organizational ecosystems.
The tax function is crucial to an organization, influencing various aspects from effective business modelling to corporate image, compliance, and internal control. It also plays a significant role in change management programmes and the digital agenda of organization. Here is WHY the tax function matters.
Tax legislation exerts a significant influence on businesses and nations globally. The tax compliance environment is increasingly complex, characterized by a multifaceted system with numerous layers, touchpoints, and interfaces. This complexity presents various practical and theoretical challenges in righting companies through the tax compliance systems. To address these challenges and manage the ever-growing intricacies of tax legal requirements, tax leaders must adopt innovative approaches in designing the tax function operating models.
Many of us think that prayer and meditation are for religious people, not for those who operate in a market place, people who day and night deal with business practices.
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
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.
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)
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).
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.
Empirical evidence and academic research show that transformation programmes almost always make problems worse than they already are. No matter how they are framed and organized, transformation programmes regularly fail: outcomes are unpredictable and horror stories are common. What is the solution? How should leaders cope with these problems?
One of the photographers that shapes the future of portrait, fashion, and advertising photography is Rankin. His portfolio includes the portrait of HM Queen Elisabeth II and countless images of Kate Moss, Heidi Klum, and A-List celebrities.
He is one of the most revered photographers in the world. Having captured iconic images that became staples of modern culture, Albert Watson is a person that doesn’t need a long introduction.
“Like a pilgrim or a mendicant, I have moved on.
I have no right to inhabit your dreams,
to loom like a shadow on your patch of sunlight.”
- William Ayot
A modern trend that is taking over every freelancer is hustling. The mantra is repeated by some of the most popular productivity “gurus.” The more hours you put in, the more outcome you will get. However, following this hours = improvement idea is dangerous for your health, creativity, and ultimately, photography.
The NFT craze infuriates me, even though it's great to empower artists,and support a vital part of society through a devastating pandemic.
