When weighing up whether to take an action that could leave us vulnerable to failing or some other form or loss (of reputation, money, social standing, pride etc), science has shown that we have an innate tendency to misjudge four core elements in...
With the retirement of Sir Alex Ferguson, David Moyes has been handed the responsibility of continuing Ferguson's legacy. The question on every football fan's mind is how David Moyes will cope with the pressure and the task ahead.
Cadbury no longer claims, as it did 100 years ago, that munching chocolate is conducive to our wellbeing. But, despite the Kraft takeover and the severing of links with its founding family, its present practices as well as its history make it a deserved winner of our all-time accolade. And here are just a few reasons why:
Although most change programmes are highly planned and robustly executed, it’s a fact that the majority fail to achieve the objectives set out at the start of the programme. They fail to achieve the result of changing people’s behaviour so, consequently, they also fail to achieve sustainable change. Therefore, no matter what the aspirations, how compelling the business need or how much money is being invested in these initiatives they consistently fail to achieve the transformational shift required by the business.
In Greek mythology, Hydra, an ancient water-serpent had many heads. If one head was cut off, two rapidly grew in its place before another head could be cut off — an energy-sapping disappointment for any opponent trying to overcome it. Regenerative speed made the Hydra formidable. Even Hercules, the legendary Greco-Roman hero, needed his nephew's assistance to win. To sustain a competitive edge, your company's new business development engines must similarly fire on all cylinders at supersonic speed.
As a CEO or a leader of a business, how do you build this competency? Measure, motivate and model.