A major enterprise reorganisation is as complex as laying a new runway at Heathrow airport, while keeping the planes landing and taking off. The steps, the consultation and the dynamics are just as difficult. How is it then, that managers don’t fully understand the costs and ramifications of a reorganisation and why are they so addicted to them?
New Zealand needs a new breed of entrepreneurs – ones who can break out of our cottage industry mindset. In the first of three articles Arnold Kransdorff explores how experiential learning can enhance growth and productivity in New Zealand.
Norske Skog Tasman – For Learning and Development Opportunities
Twenty years ago Management magazine compiled its first list of New Zealand’s top trading enterprises. It was only Top 100 then. The detail and analysis provided was pretty thin compared
Designworks Visionary Leader winner Graeme Dingle Graeme Dingle has many outstanding personal qualities but uppermost among them is his resolute determination. He accepts the setbacks and challenges life presents and
TelstraClear boss Rosemary Howard expressed her egalitarian approach to management by replacing “mahogany row” with open-plan s eating. But what shapes Howard’s management thinking and why does Telecom hang up when she starts talking about her vision of the telco industry’s future?
