Vol.13 Issue 03 ’19_ EiP2019
Achieving success in digital transformation
Real digital business transformation has to touch the organisation’s entire structure. It requires a new business model, and this is where companies often struggle.
Read MoreAgile journey of front-line business leaders towards business excellence
Chola MS partnered with Management Development Center (MDC) at Murugappa, to equip its business managers with the required skills, knowledge and behaviors that will enable them to be leaders.
Read MoreTop team drives business transformation
Endo is a global specialty pharmaceutical company, and this is the story of the leadership team of its Specialty Branded Division.
Read MoreBuilding client-centricity for growth in Africa
Standard Bank is a global financial services organisation, headquartered in South Africa with a footprint in 20 African countries. It is one of the largest banks in South Africa and employs more than 49,000 people globally.
Read MoreHow applying indigenous culture to deliver entrepreneurship education contributes to economic reconciliation
Over 200,000 Indigenous people in 203 distinct First Nations live in British Columbia, Canada. While each Nation has its unique history and traditions, they all experience ongoing personal, cultural, ecological, and economic impacts of colonisation.
Read MoreAccelerating leadership development at scale
It’s a substantial undertaking to strengthen an entire global organisation’s performance culture. ING, a Dutch multinational banking and financial services corporation, can attest to this.
Read MoreHow to accelerate the transformation of a financial giant
Santander a Group is a Spanish multinational commercial bank and financial services company founded in Santander, Spain, and whose HQ is located in Madrid.
Read MoreImproved customer focused agility to better navigate disruptive forces
Designed by Oracle, IESE Business School and University of Michigan’s Ross School of Business, Accelerate Executive Insight (AEI) gathers participants from diverse business lines, regions, functions and cultures to learn together across two global venues and a virtual learning platform.
Read MorePurposeful leadership in a digital world
In 2015 Schneider Electric, a global leader in energy management and automation with 150,000 employees across 100 countries, faced the challenge of adapting the leadership and culture of the entire company.
Read MoreAccelerated excellence
How do you – as a car manufacturer – influence your dealer network, ramp up customer satisfaction, improve sales and profits, and at the same time involve the dealers in paying the investments”?
Read MoreHardwiring social responsibility and sustainable innovation in the DNA
The “Thammasat Model” presents an exciting opportunity for organisations in Thailand to reimagine their connections with communities as engines of sustainable innovation and prosperity with potential benefits for the entire nation.
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