New Zealand is above the global average for females in senior management positions and ahead of Australia… but we’re falling further behind our transTasman neighbours in director remuneration… and no Kiwi companies appear on the latest list of the world’s most ethical businesses… Read more »
While globally the proportion of women who hold senior management positions has dropped from 24% to 20% in the last two years, in New Zealand it has risen from 27% to 32%, according to research from Grant Thornton International. Read more »
The pay gap between New Zealand directors’ fees and those paid to boards of Australian businesses with similar revenue has blown out from 50%-100% to 250%-400% over the past three years, says corporate remuneration specialist Moyle Consulting. Read more »
Despite New Zealand’s reputation as being one of the least corrupt and most ethical places in the world in which to do business, none of our home-grown business organisations appear on the latest list of the world’s most ethical companies. Read more »
Most attempts at “brainstorming” are doomed. To generate better ideas – and boost the odds that your organisation will act on them – start by asking better questions. Read more »
As part of NZ Management’s magazine’s collaboration with KEA, the April issue will showcase the KEA World Class New Zealand Award Winners 2011 and will be sent electronically as an e-magazine to KEA’s global network – connecting with more than 25,000 talented Kiwis and ‘friends of New Zealand’ around the world. The ‘e-mag’ will introduce some interesting interactive options for advertisers. Read more »
A new report commissioned by 2degrees and prepared by Deloitte Access Economics shows New Zealand businesses adopting AI are seeing productivity gains – with measurable impact on the bottom line.
Surging costs, a lack of clarity on trigger points for Government action and lessons learned during the Covid pandemic are dominating boardroom discussions about the fuel crisis, according to a
Leaders are staying quiet at exactly the wrong time – and it’s costing them more than they realise, writes Leah Mether, who offers a simple four-part framework for communicating in
