Looking back on the 2018 GBC winners is really an exercise in looking forward…
Artificial Intelligence (AI) in government involves the design, building, use, and evaluation of cognitive computing and machine learning to improve the management of public agencies. To enable successful use of AI in government, leaders must design and implement governance and policy that promotes a skilled workforce that collaborates with academia and the private sector, risk management frameworks, secure systems, and modern technologies.
One of the key takeaways from the MBA program is how you reshape your career. But what happens after you finish your studies? How do you keep the excitement and energy of your learning experience alive?
“We have great managers who haven’t spent a day in Management School, do we have great surgeons that haven’t spent a day in surgical school?” Henry Mintzberg
The purpose of learning is the growth of our minds, understanding this knowledge, building, developing and practising these skills in our work and private life is the essence of studying an MBA or Executive MBA (EMBA). Pursuing an MBA (E) forces you out of your comfort zone, allows you to understand the newest management techniques while continually challenging your perceptions and biases as you finally balance the demands of your study, work, and personal life.
Everyone likes a good news story and Helen’s journey on the Public Sector Management Program (PSMP) is inspiring and grounding at the same time. As a high performing academic student in her cohort, she not only achieved an outstanding GPA but also continues to work within her organisation to create a more diverse and inclusive workplace based on the knowledge gained through her PSMP workplace project. Read more
Jennifer St George has been managing businesses and leading teams for more than thirty years. As her career progressed, Jennifer realised she had been coaching her staff using the approach modelled by her first mentor and knew she could do better. Determined to delve deeper into the expertise of others, Jennifer enrolled into the QUT Leadership through Coaching and Mentoring program (LCAM) and has never looked back.
She shares with us insights from her personal journey of organisational change and self-discovery.
Intuition is the supra-logic that cuts out all the routine processes of thought and leaps straight from the problem to the answer. – Robert Graves
Trust your hunches. They’re usually based on facts filed away just below the conscious level. – Joyce Brothers
Much of the published commentary on leadership in recent decades has wrestled with the contentious concept of intuition. Theories and perspectives abound. Most commentators agree, however, that in an age of information overload, the best leaders draw from a deep well of unconscious intelligence at least as much as they rely on conscious, rational, evidence-based decision making.
It seems that design thinking is the new black! But what is it, and what are its fundamentals?
There isn’t much doubt that for the most part we are all in a bit of mess. That is, there are lots of forces conspiring against our dreams of a sensible, ordered world where people behave rationally.
The National Disability Insurance Scheme has transformed the business landscape for the disability sector, requiring organisations to develop leaders who are agile, innovative and commercially savvy. However, non-profit and ‘for benefit’ provider organisations often struggle to make the business case for investment in leader development, as this can be seen as being at the expense of frontline delivery. That can be a risk to organisational vision and mission, as James Shepard pointed out in the Stanford Social Innovation Review article, Leadership Development: Five Things All Non-profits Should Know. Read more