Author: Mark Callander, 2degrees Chief Executive Officer– Completion of 2degrees three-year integration project Mark Callander, Chief Executive Officer at 2degrees, gives insight into the major three-year integration project following the
Suntory Oceania’s journey to supply chain excellence is deeply rooted in its New Zealand heritage. What started as a local juice company, evolved into a trans-Tasman beverage leader, eventually becoming
What does it take to build a supply chain that scales with growth, supports sustainability goals, and delivers real-time visibility across operations?
Deloitte and 2degrees study: By Andrew Fairgray, Chief Business Officer, 2degrees. A new report commissioned by 2degrees and prepared by Deloitte Access Economics finds New Zealand’s productivity is lagging and suggests the
Mergers and acquisitions are risky business. 2degrees chief executive Mark Callander gives insight on how to stay on track when bringing disparate teams together.
Kate Kearins delves into why a commitment to diversity, equity and inclusion is more important than ever. In the United States, a growing number of companies are either pulling back
Making privacy a business priority includes talking about privacy at the governance level, or ‘breaking the mahogany ceiling’ explains Privacy Commissioner, Michael Webster. Your business depends on privacy for trust
Do you feel like you’re constantly under the pump managing your work load? Kate Kearins shares some valuable advice to help you through those busy peaks. When asked “How are
Jo Shortland shares ten easy-to-apply practices to boost your energy for work, life, as well as work and leadership and life. Had it up to there? Running on empty? Leadership, often
As New Zealanders and New Zealand institutions and organisations try to come to grips with AI and generative AI systems, globally there is much afoot to try and rein in,
How can organisations encourage new workers to embrace the challenge to innovate? New research finds that managers’ expectations play a pivotal role. By Helena D. Cooper-Thomas, Jenny Chen and Gordon Cheung. Innovate or die
‘Flex specialist’ Gillian Brookes offers five tips to relieve leaders’ hybrid headaches and flex frustrations. Are you tired of flex? Do you wish we could move on, go back to
A new framework for the professional accreditation of people tasked with transforming workplaces into places of belonging will give organisations confidence in the way diversity, equity and inclusion (DEI) strategies
Managing up is not about blindsiding, ignoring or sidestepping your manager to seek higher Counsel. Nor is it about sucking up, demanding attention, or doing the work of a poorly
Recent research has concluded that men on average have 16-20% more money invested in their KiwiSaver schemes compared to women.
While there are clear benefits associated with a group decision-making process, there are also some pitfalls to watch out for – namely biases that can emerge. By Story Dealy Cottrell. Why do we
A global financier is calling for never-before-seen levels of cooperation between financial advisories, insurance firms, banks, wealth and asset managers, investment companies, fintech groups and auditors in the fight against
Executive performance evaluations will be increasingly linked to ability to manage cyber risk; almost one-third of nations will regulate ransomware response within the next three years; and security platform consolidation
A new initiative enables Randstad New Zealand’s permanent staff of 65 team members to apply to work from anywhere in the world for up to four weeks annually and be
The gender pay gap is alive and well in 2022. By Cathy Parker I am writing this on International Women’s Day (IWD) after watching a stimulating webcast from Global Women
We might have relatively fully employment in New Zealand currently, but do we have decent work? And just as important – are we educating for, and providing, decent work for
Public Trust is a self-funded autonomous Crown Entity employing more than 400 people and, as an essential service, it has continued to deliver its services during various alert level settings
New Zealand companies that foster a more curious culture experience major competitive benefits, including higher levels of employee satisfaction and engagement, according to recent research by SAP. Capitalising on Curiosity, a
A recent survey to understand what roles have been most affected by the shortage of skilled workers has thrown up a surprising result. By Cathy Hendry. The shortage of skilled
In our race for more, we are reducing ourselves to less. And, for many of us, our health and wellbeing is the ‘less’, and the ‘more’ is an endless cycle
With container ship supply to New Zealand at historic lows and freight prices skyrocketing, business leaders need to consider whether their pre-Covid supply chain is appropriate for the changing
“…it was the season of hope, it was the winter of despair…” Charles Dickens’ mid-19th Century observations may be truer than ever, writes Kate Kearins. “It was the best of
Leaders and employees agree hybrid working is more productive, but are not aligned on what is required to achieve it, according to a new survey. New data reveals that 64
Strategic Pay recently asked a range of New Zealand organisations how transparent they were with their employees about pay. Nearly three quarters said their employees have some access to pay
The key to encouraging employee engagement and keeping people across company matters is by fostering a community with a healthy feedback culture, writes Monica Watt. In a post-pandemic world, we’ve
New Zealand is now seeing hot competition for key talent and pockets of wage pressure in certain roles, writes Cathy Hendry. The horticulture industry has highlighted, in March this year,
Author Matt McILraith’s new book Crusade On! Celebrating 25 years of the Crusaders outlines why internal theming is such an effective management technique, in business as much as it is
The Office of the Auditor-General has recently updated its good practice guide on sensitive expenditure for public sector organisations. And there is plenty in it which can help any organisation
Dwayne Alexander forecasts four themes he sees as being key to driving business forward in the new financial year. If you have already forgotten your New Year’s resolutions, many of
The new Privacy Act 2020 has been in force for not quite two months, so what can organisations do to prepare if there is a breach of someone’s privacy? By
Closing the gender pay gap will not be fixed by short term measures only and employers will need to accept that they are in this for the long haul, according
In these uncertain times agility is needed for the big pivot –for making bolder decisions more quickly with imperfect information and knowing that …
Nearly three in four CFOs plan to shift at least five percent of previously on-site employees to permanently remote positions post the coronavirus, according to a survey by global research
It’s time for leaders to excel. Tony Smale, of Forté Management, asks what leaders’ rebound strategies are and explains why being in a position to rebound once this is all over is so important.
If your employees are some of the many thousands of workers who have made the transition to working from home, it pays to be aware that it isn’t always smooth
Management editor, Annie Gray, and publisher, Cathy Parker talk with Jackie O’Fee from Signature Style (our Corporate Style columnist) about how people are dressing during lockdown; the first things they
In today’s hyper-connected online world, any damage to your reputation stays around pretty much forever, so it is even more important to guard your reputation. By Cathy Parker. A key
There is a huge amount of data out there in the area of pay. The challenge is not only getting to grips with the better information but also understanding the
Chances are, if you are a high achiever, you could also be excelling in burning yourself out. By Mela Lush. Do you love your job and pride yourself in going
Fiona Clark shares some useful strategies for hard-working business owners who’re struggling to juggle their business and family responsibilities. Running a business is not a perfect work-life balance scenario, where everything
If you want to practice good corporate social responsibility then you need to ensure that there is nothing you still do in your business that is, in fact, the antithesis
CEOs across the spectrum of New Zealand’s business sector are very clear on what they want in their top team – they want them performing as one cohesive, integrated unit.
How does a board govern in today’s volatile, uncertain, complex and ambiguous environment? By Cathy Parker. VUCA – Volatile, Uncertain, Complex and Ambiguous – was a term coined by the
If you look up the phrase “leaders should find people who complement them,” Google may just show you results for “leaders should find people who compliment them.” Funny – or
If we want to take control of our career moving forward, having a clear vision around the type of brand we want to be known for is crucial, writes Alisa Bartholomew.
One of John McGill’s favourite ways of explaining the personal nature of leadership is by referring to the Temple of Apollo in Delphi. Inscribed in the forecourt is the phrase, ‘Know thyself’.
As an employer, have you considered your responsibilities to staff when they travel by taxi, not only during the day, but also when working after hours?
Kate Kearins has been pondering on a claim that if you work more than 39 hours a week…
Long hours of work are more likely to result in simple errors and a compromised moral…
Homogeneity, or working out a solution on your own or with someone similar to yourself, adds…
David Pauleen and Ali Intezari interviewed dozens of senior managers and discovered…
Finding our internal calling, a purpose beyond the increasingly inculcated external measures of…
CEO pay is something that excites a lot of interest and the structure of that pay is hotly debated…
Being a female leader is about understanding what you can change, when you need to…
As a former management consultant Suvi Nenonen says the trick to getting the most…
Sixty-one years ago, when the first issue of Management magazine was produced, Sydney…
Since 1946 the New Zealand Institute of Management, now the Institute of Management NZ…
Managers with high levels of responsibility and onerous workloads are at an-risk group…
What happens when ‘we’, as managers, talk about ‘we’ and ‘us’? Oh, good fun. AUT Alive…
Your team may be simply looking to run through their ideas with you as a way of confirming their thinking about…
Every industry is on the threshold of change and perhaps none more so than the transportation sector…
Global CEOs have underlined that growth will be their top business priority for 2016 and half of…
The baby boomer and millennial generations are a match made in heaven. Their friendship could…
Recently, we have heard some of the history surrounding the gender pay gap, but it still remains a controversial issue…
Andrew Barnes, managing director of trustee company Perpetual Guardian, concedes he’s…
It is now critical to link any training to an organisation’s long-term strategic and performance goals…
“My job was to make everyone understand that the impossible was possible. That’s the difference…
No organisation, product or service can permanently rest on its laurels and the need to innovate…
Women in the corporate world need to banish the word ‘busy’ from their life and instead…
No longer the stuff of futuristic fiction, electric vehicles and hybrids are an accepted part of the motoring scene across the globe; plugin, charge up and drive away.
If we are going to be leaders that inspire and encourage others to achieve great things then we first need to start with the ‘why’, says Fiona Hewitt.
We need to encourage acts of bravery so that if change is initiated and success isn’t achieved straight away – it isn’t a failure. It’s simply a step in the direction of improving and ultimately obtaining fresh and innovative results. By Fiona Hewitt.
Ninety-five percent of organisations that conduct long-range planning (five to 15 years) are more likely to outperform organisations that don’t plan ahead, according to Gartner's 2015 survey of CEOs and senior business executives.
The need to constantly adapt could become a natural part of our everyday world, giving us not only the capability to understand and to cope, but the willingness and openness to evolve as well.
The premise that a fit and healthy CEO creates a healthy company is not a new concept, but are our business leaders working up a sweat to keep themselves and their organisations in peak condition? By Patricia Moore.
For any organisation, workplace bullying leads to less organisational commitment, demotivation, job dissatisfaction and higher levels of absenteeism and resignations.
In today’s always-on world it’s important technology is managed effectively to ensure that its benefits aren’t outweighed by increased stress levels and the idea that you need to be “always on”. Both employers and employees have a responsibility to set some boundaries, writes Patricia Moore.
NZIM’s new Chief Executive has always been driven to find a better way of doing things.
In a crisis it’s incredibly important that it looks like a company is taking the situation seriously and the best way to do that is to have the CEO, or highest-ranking local executive, represent the business in every media interview. By Fleur Revell.
Good boards are realising that evaluation is a great deal more than box-ticking compliance, and that much can be gained from using an external facilitator.
Our cover story features Mike O’Donnell (MOD), outgoing COO of Trade Me, as he reflects on the last ten years at the iconic organisation.
Despite the plethora of evidence confirming the positive impact women have on organisational performance when they occupy senior executive roles and sit on boards of directors, gender diversity still struggles for traction at leadership levels.
Now here’s a 20/20 insight into management’s changing world, or the changing world generally for that matter.
And while on the subject leadership, here’s some advice from Monique Valcour, professor of management at EDHEC Business School in France.
Management reluctance to move on from survival mode strategies is stalling global growth, according to global consultancy CEB. Its research suggests that just six percent of the world’s business enterprises
