Knowledge Centre
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Leading change may need to begin with changing yourself
Narayan Pant, Harvard Business ReviewBehaviour change is hard, but it’s a skill leaders who want to succeed amid near-constant organisational change need to develop. By increasing their self-awareness, committing to change, overcoming limiting thoughts, and deliberately practising new behaviours, leaders raise the likelihood that the change...
managing yourself
Beware a culture of busyness
Adam Waytz, Harvard Business ReviewOnce upon a time, leisure was a sign of prestige. Today that idea has been turned on its head, and busyness is the new status symbol. Busy people are considered important and impressive, and employees are rewarded for showing how “hard” they’re working. Such thinking is misguided.
workplace
Where should your company start with GenAI?
Paul Baier, Jimmy Hexter, and John J. Sviokla, Harvard Business ReviewCompanies are struggling with where to start with generative AI. The authors’ case studies, based on their growing global community of over 3,000 GenAI practitioners, point to a new category of work, more precise and actionable than “knowledge work.” They call it WINS Work — the places where tasks, functions,...
ai
What makes a great corporate purpose statement
Catherine Bailey, Catherine Tilley, and Anna Lelia Sandoghdar, Harvard Business ReviewHaving a well-crafted purpose statement really matters. Not only does it represent the organisation’s aspirations, it also sends signals to employees about what the company stands for. It is the vital first step on the road to actually embedding and activating an authentic purpose. Yet leaders often struggle to...
corporate narrative
How global companies can create a consistent customer experience
Nataly Kelly, Harvard Business ReviewBuilding global companies is more straightforward than ever. This growth in the new digital age comes with risk: if customers in one market receive less value than another, they perceive your offering differently. To create an equitable experience, focus on driving a GLOBE mindset: geography-agnostic,...
communication
Five things high-performing teams do differently
Ron Friedman, Harvard Business ReviewNew research suggests that the highest-performing teams have found subtle ways of leveraging social connections during the pandemic to fuel their success. The findings offer important clues on how organisations can foster greater connectedness — even within a remote or hybrid work setting — to engineer...
workplace
With one exception, the Intergenerational Report is far less scary than you’ve heard
Peter Martin, The ConversationWhat if nearly everything that’s been written about this month’s Intergenerational Report is wrong? The picture painted is one of a future in which (old) dependants have far fewer people of working age to care for them, in which tax climbs dramatically to pay for the care of the elderly, and in which the next...
socio political environment
How to speak confidently to your team during chaotic times
Darcy Eikenberg, Harvard Business ReviewThese days, many employees feel like they’re constantly receiving a stream of bad or confusing news that affects their work in unpredictable ways. When they only hear simple summaries from their leaders about issues they know aren’t so simple, teams can feel frustrated and even angry. Next time you feel you need to...
leadership communications
Building a culture where employees feel free to speak up
Timothy R. Clark, Harvard Business ReviewWhen employees at every level speak up, they circulate local knowledge, expand the universe of useful ideas, and prevent collective tunnel vision. And not infrequently, minority views turn into novel solutions. But you can’t speak a speak-up culture into existence — doing so in the absence of true psychological...
workplace
Russian roulette: Unilever has failed its moral duty to Ukraine
Sam Forsdick, RaconteurBritish American Tobacco, Shell and McDonald’s are not the most likely line-up of corporate do-gooders but they can all claim superiority to Unilever in one area – each of these businesses swiftly divested from Russia in the months following the invasion of Ukraine.
A year and a half on, Unilever remains...
geo political environment
corporate responsibility