October 2, 2006

Modesty, patience and the ability to “weave people together” are essential components of strong Maori leadership, according to research by Victoria University’s Maori Business Unit and the Centre for the Study of Leadership.

A few years ago, perceptions of video conferencing as an expensive and unreliable business application were justified, but today’s visual communications systems are affordable, convenient and plain good business sense.

Built on both traditional skills and leading-edge innovation, New Zealand’s boating industry could be seen as a flagship for the Kiwi business spirit and manufacturing know-how. Can it hold its course as a brand leader in competitive offshore markets? We go fishing for clues.

He trained as a lawyer but Bell Gully CEO Stephen Macliver has spent most of his career advising law firms around the world about organisational management and strategy. It’s an environment where management by dictate just doesn’t work.

Why do expectations play such a big part in Rob McLeod’s life? We talk to the man who heads the NZ Business Roundtable and can count some of New Zealand’s wealthiest individuals amongst his clientele.

From GP to CEO, Afghanistan to Auckland and Red Cross to Southern Cross – Ian McPherson’s career track is hardly typical. The common strand is a passion for healthcare and the need for challenge.

During his 30 years in organisational development and training, Harold Resnick has earned international recognition as a leading authority and innovator in organisational transformation and leadership development. He talks here about why today’s global competitive environment rewards companies where senior executives adopt the philosophy of team-based top management.

Is it necessity, a can-do attitude – or just good management? We explore why New Zealand’s rural sector has such a good reputation for innovation and how it meets the challenges of commercialising new ideas.

Most days John Elkington cycles to work at his central city London office. The man who coined terms like “green consumer” and “triple bottom line” is not, however, an impractical environmentalist or idealistic social engineer. After more than 30 years at the head of SustainAbility he still believes business can and must deliver the answers to the world’s pressing environmental and social problems.

The time is ripe for the country’s top awards in ethical business behaviour to reflect the thoughts and actions of those at the top of our nation’s enterprises.

Who sets the business education agenda and is it broad enough to produce the business leaders that society wants? We check out training trends.

When it comes to customers, what does CRM really stand for? We reckon some companies still need to learn how to use CRM to make customers’ lives easier.

Is New Zealand’s creaky infrastructure really damaging our future? Or is it just management’s latest excuse for non-performing?

Climate change, like it or not, is coming to a coastline near you – or an emissions trading market. No longer a matter for debate, it is now seen by many New Zealand business decision makers as an urgent problem. But are we doing enough – at either Government, business or community level? And how do we curb our carbon without stifling economic growth?

These 17 young leaders are just the tip of an iceberg of talent. They, and others like them, will shape our country’s future. They front up. Dig in. Speak out. Give back. They see the future and go make it happen. They challenge assumptions and galvanise change. Their vision ripples out into their communities.

Conventional wisdom suggests that 2006 will test managers to the limit and even cost some their jobs. But is this really the time to panic? We report on how managers will cope with the Clayton’s recession.

The parallel disciplines of good corporate governance and total quality management should be merged to create a best practice model for business excellence that keeps customers, stakeholders and regulators satisfied.