Vol.13 Issue 03 – ’19 – Innovation in Leadership
Innovation in leadership: Introduction
You need to think again about how you develop your leaders. The EFMD Special Interest Group (SIG) “Innovation in Leadership” brings you the reasons why.
Read MoreTechno-humanism: If algorithms make all the decisions, who is the leader?
At the EFMD Special Interest Group (SIG) “Innovation in Leadership” kick-off in March 2018, I called for our group to help innovate leadership in the context of rapid digital transformation and ambiguous globalisation.
Read MoreLeadership as a system: Circumventing the VUCA vortex
Today, organisations the world over are being sucked into a VUCA Vortex where the volatility, uncertainty, complexity and ambiguity swirling around within this synthetic digital ecosystem are simply too much to handle.
Read MoreDiscovery journey: Innovation in leadership development
A core part of Nokia’s innovation in leadership development is to enable what are called “Discovery Journeys” for its high-potential middle to senior leaders.
Read MoreThe Siemens Global Learning Campus
Siemens is setting a course for long-term value creation through accelerated growth and stronger profitability with a simplified and leaner company structure.
Read MoreLeadership development has to reflect modern contexts
Bayer faces a number of concurrent challenges. It has to modernise the company and build a flatter, more linked structure that is leaner, faster and more customer oriented.
Read MoreThe training delusion: The man who thought Play-Doh was for cleaning walls
In corporate learning and development, we like to imagine that we are “building capability” and “improving performance”. But it seems our customers see our role as managing risk through regulatory training and providing the occasional break from work.
Read More