When looking to change the culture of a company, it’s often said that a CEO has to articulate a vision of the future that appeals to everyone. It’s a somewhat simplistic and cinematic view of the power of speeches, as these ‘visions’ have to be earthed in a reality that can be understood by customers and put into practice by employees. [read more]
You’re the first in the office and straight on a call to management in China, followed by a working lunch with the chairman about hitting the numbers and in the afternoon you’re fielding questions from the media. Then you're off to deliver that speech at an industry dinner which means you won’t be home in time to tuck the kids in. Welcome to the world of the CEO. [read more]
Can middle management be trusted when they smile and nod as you espouse your latest grand plan? There has to be supreme confidence that your managers will tell you honestly what they think and then relay the right messages with passion to their respective teams. Otherwise, extensive damage will be inflicted if they say one thing, do another and feign enthusiasm for your ideas. [read more]
Companies need to be bold about how they tackle talent. In order to identify the weak links, high performers and future stars, there has to be more joined-up thinking between HR, the executive team and beyond. There is a strong argument for organisations to have flatter structures which allow for better integration, alignment and a greater understanding of the diverse range of skills needed to drive success. [read more]
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