Whether they’re competing for customers or funding, private and public organisations alike need every competitive advantage they can get to survive and thrive. And as people become more savvy about where their money is going, one such advantage has become increasingly clear — doing the right thing. Read more
Experiential learning is the process of learning through experience and is more specifically defined as “learning through reflection on doing” (Kolb, 1974). Hands-on learning is a form of experiential learning but does not necessarily involve students reflecting on their output. It is the reflection on doing that crystalizes the learning. Read more
Leading the transformation of an organisation is a major undertaking that can be daunting to even the most seasoned of senior leaders. Once a leader realises that transformation necessarily means disrupting ‘business as usual’ (BAU) they also have to come to terms with the need to think differently, Read more
For the seasoned leader, talk of an executive team planning retreat or development activity featuring experiential learning conjures up dark thoughts about trust exercises (that’s right, the one where you fall backwards into a colleague’s arms), ropes courses or even bungy jumping!
Fear not, the world has moved on from those heady days of equating leadership development with putting your life at risk, or at least updating your health insurance plan.
Project success is a vital component to every organisation’s business success, and a huge part of this involves benefits management. Dubbed the ‘Rottweiler’ of benefits management, Stephen Jenner has the combination of training that turns the concept of benefits management into a tangible outcome for organisations and the experience to make him a leading educator in the field. Read more
The modern world is filled with loopholes and rationalisations to excuse and justify bad behaviour. But according to Professor Melinda Edwards, that’s why knowing how to make ethical decisions is more important than ever. Read more
Nobel laureate Herbert Simon wrote that design is about “changing existing circumstances into preferred ones.” The challenge for many businesses embarking upon a transformation journey, however, is that they don’t always have a clear vision of their preferred destination, only hints of where they are going and how it might look when they get there. Read more
We live in an age where disruption is no longer the exception, but the norm. For the majority of firms, however, their response to disruption has focused on digital strategies. Firms are looking to technology to adapt their business model, create greater efficiency, drive cost savings, and maintain a competitive advantage. Read more
Disruptive technologies and nascent business models mean that traditional approaches to economic development and business management are no longer sustainable. We need to innovate the way we do things, including the way we structure and lead our organizations. Read more
Transformation is the new business mantra. Managers are told that they need to change, and to transform their organisations before they are disrupted by some external force. Read more