March 1, 2003

That New Zealand should identify and nurture its leaders goes with-out saying. Up for debate are the questions of who and how. Take last month for example. Two very different

Enron: The Rise And Fall By: Loren Fox Publisher: Wiley Price: $52.95 The Enron story will be told and re-told over the next few years. Each telling will reveal yet

A fast-track leadership training programme initiated by Fonterra’s Shareholders’ Council is taking a revolutionary approach to representation and governance. How are they doing it and what’s the end game?

Fraud and personal greed milk millions from corporate profits every year. Theft in all its many and various forms is the world’s fastest growing industry. Much of it goes unreported – and it is expanding both in scope and sophistication. Why? And is there a link between the excesses of directors, managers and leaders at the top and the corporate crime wave?

Question: who was the first Maori chairman of the Business Roundtable? Your columnist has anticipated the answer from most readers, if not all. It was Rob McLeod, the incumbent chairman.

Major information technology projects frequently fail to fly. But why? Some new research says management, not the technology, is the root cause of the problem.

In the past couple of years the subject of corporate excess and fraud has been in the headlines almost more than the war on terrorism. The sensational collapse of first

After reading about my “proselytising” on the subject of leadership in Reg Birchfield’s Backup column last month, I rushed to the dictionary. To proselytise, it said, is “to convert from

Within week of each other Bill English and Don Brash recently made speeches moving National sharply right on Maori, economic and social policies. Is this the way to rebuild the

Author Marion Haynes wrote: “A managed project is an undertaking with a beginning and an end that’s carried out to meet established goals within cost, schedule, and quality objective.” So what is it about project management that is critical in today’s time- and cost-conscious world?

“After spending more than a year at it, the balanced scorecard was dropped like a hot potato,” wrote one critic on the Amazon book website. “It is virtually incomprehensible to staff, encourages the worst kind of navel gazing… Even the paid consultants couldn’t explain it in terms the average legislator could understand. This is really bad stuff.” Not so, chimed another: “The balanced scorecard is the beginning of the practical period of maturity in the field of business strategy.” Who’s right? Why? And does it really matter?

The multi-millionaire developerhad long track record with investments in number of large resort properties. He thought that when he hired Fortune 500 hotel chain to manage his latest development he

At recent press conference for the film The Last Samurai I suddenlyrealised just how digital photography has come of age. Few, if any, of the assembled paparazzi were not equipped

New Zealand’s competitive advantage is compromised by low productivity. But it seems our managers, don’t learn well from their experiences. In this, the third of three articles on experiential learning, Arnold Kransdorff suggests decision making should become a dedicated subject in business education and management training.