The way Airbnb blindsided the accommodation sector, or how the behemoth that is Uber (current valuation: $50 billion) left taxi companies to chew its dust, serve as yet another reminder that customer loyalty can vanish in an instant. When the word is out that another business is able to provide a service that is faster, cheaper and more personalised, it can leave well-respected, established market stalwarts dazed and confused. [read more]
It’s not easy for a CEO to gain a line of sight on where the next wave of significant change will occur. Tried and tested models for going to market can be knocked-out by a sudden switch in customer behaviour, new technology or competitors rising up from other sectors to usurp market share. What’s different about the dynamics of disruption is the pace at which it happens. [read more]
All the hard work a management team puts into taking a company public needs to be repeated once it’s trading as a Plc. They should be prepared for engaging with new stakeholders and aware of the various reporting requirements. If executives believe for a second that it’s a case of ‘job done’ after the IPO, there’s a real possibility the business could miss its first set of numbers. [read more]
A directive, authoritarian leadership style can be instrumental in times of change or crisis, but an influential and collaborative approach is preferential for the day-to-day. The best talent will become demotivated if they're expected to blindly follow orders. Companies need a CEO and senior executives who can use contributions from others to reach decisions that are not only right for the business, but that colleagues and employees buy into. [read more]
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