As an advertisement for Deutsche Bank put it: “Ideas are capital. The rest is just money.” In the ideas economy, the emerging quest is to better understand the most intangible, elusive, mobile and important assets of all: intellectual capital, the collective brainpower of an organisation.
There is no such thing as stress-free workplace according to the ‘guru of calm’. Sydney-based businessman, researcher and best-selling author Paul Wilson says we all have to live with rising
A recent news story included certain CEO’s list of business activities, all in addition to his ‘day’ job. They included: part-owner of golf course, hunt club and new marina, each
There is problem with the growth argument. Different people mean different things. The result is dialogue of the deaf. ACT, the National party, the Business Roundtable and Business New Zealand
How can we improve our client relationship? Thousands of companies are recognising that success lies in finding answers to this question. In many cases it’s more critical than that –
Workplace literacy programmes are paying off for employers according to Workbase, the national centre for workplace literacy and language. The payback on workplace literacy programmes adopted by three New Zealand
Smart new videoconferencing systems are bringing more workers to the decision-making table. How is the new technology achieving this?
When it comes to improving personal productivity when away from the office, executives now have a vast range of timesaving mobile devices to choose from. But what and how to choose?
New job. Higher salary. Not much comes close to the smug satisfaction of a career that’s running according to plan. You’re in control, right?
New job. Higher salary. Not much comes close to the smug satisfaction of a career that’s running according to plan. You’re in control, right?
I might have known it would happen. I’d just finished reading emotional intelligence guru Daniel Goleman’s dialogue with the Dalai Lama, Destructive Emotions, and was getting in touch with my
Human resource technology is taking off. High-impact, quantitative software solutions, like performance management packages, have caught management’s imagination. Technology is freeing-up HR managers to become more strategic about staff development. The objective is better organisational performance. But just how technology-driven has HR become?
Staging a successful conference or seminar involves more than just applying the latest technology. It’s about having a clear objective, an appropriate venue, expert help, and being delegate driven.
There is a growing school of thought that feedback, even that delivered through the much-vaunted 360-degree process, is more destructive than helpful when it comes to evaluating individual performance. Executive coach Marshall Goldsmith suggests trying “feedforward” – a phrase he coined in a discussion with John Katzenbach, author of The Wisdom of Teams, Real Change Leaders and Peak Performance.
Knowing when to step up to the plate and when to step down are important leadership skills. Accepting the challenge, doing great job while in office, and then completing the
Murray Sherwin knows thing or two about economics and about farming. He was, after all, deputy governor of the Reserve Bank before taking up his current post as director general
Some go gracefully, others fall from grace. In today’s unforgiving management climate, tenure at the top is shrinking – but do leaders know when it’s time to go? And is there an optimal time leaders should spend at the top?
Financial stakeholders, who are probably more risk tolerant than most, undoubtedly lament the impact poor corporate governance has on their personal fortunes. But, if the quality of governance in the public sector isn’t up to scratch, we all suffer the consequences. Should we be worried? For instance, how high is the standard of corporate governance in our currently transforming local body sector?
The Wealth of Knowledge By: Thomas Stewart Publisher: Nicholas Brealey Price: $75 You can find out more about the author of this book by reading the Management interview on page
