Training for innovation

Abstract

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings The term “middle manager” never feels a particularly satisfactory one. It is the sort of term that people who are in middle management would probably not use to describe their role. They may use head, lead or executive, but they would not rush to place themselves in the middle management bracket. It is, of course, a useful descriptive term, but again you would probably not use it to someone’s face. “Oh, you’re a middle manager, aren’t you?” sounds like you are damning someone with faint praise rather than lauding their achievements in their career so far. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.