implicationsProvides Strategic Insights Research Articles

Curtain up on leading‐ship roles

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings“The show must go on” is a theatrical tenet which applies universally to situations where, no matter what disaster occurs, leaders who manage organizations have to overcome it and get on with the job. In turbulent and uncertain environments organizations have to expect the unexpected and build themselves structures robust – and flexible – enough to withstand whatever adversity or catastrophe gets in the way of going about business.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Schools of thought on creating good managers

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe research reveals Experiential Learning Theory to be a useful framework for evaluating how effectively the skills strategy is permeating the certificate. And with the importance placed on direct experience, and of learning as a holistic process of adaptation to the world, there is perhaps something of the “University of Life” about ELT.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Quietly effective

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsLeadership has always been and always will be a crucial ingredient in the success of any organization. The sky can be the limit with the right person at the helm. But settle for second best and such dizzy heights will invariably remain a distant dream. As for identifying that right person, the folks at Teledyne would surely regard Henry E. Singleton as ticking all the appropriate boxes. The late co‐founder unquestionably played a huge role in the company's growth to become a leading provider of sophisticated electronic technologies for use within a range of different sectors. Given that he kept such a low profile, the most immediate response to questions about this leader might be “Henry who”? But first impressions can be deceiving of course and Singleton's inconspicuous approach did not prevent him enjoying greater success than many of his more publically‐acclaimed counterparts.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Transforming leadership for success and sustainability

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsManagement and leadership are often used as synonyms, but to do so demonstrates a lack of understanding about the fundamental differences between the two terms. While managers may exhibit leadership, and leadership must engage with management to make sustainable change, the two concepts are substantially different. Management often implies a paternalistic relationship between those doing the managing and those being managed. Management works well if incremental change is required such as increasing production or making existing systems more efficient. Leadership, however, is required whenever transformative change is needed. Transformative change requires vision and creativity, the ability to see beyond the present to a future that has not yet been dreamed of.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueProvides an easily accessible summary of relevant business concepts and presents them in a fresh way.

What do Apple, IBM and P&G know?

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsSo, one day you are called into your CEO's office, and she gets straight to the point: we need to innovate more, how do we do it? Slightly unnerved, you start to trot out the usual mantras of investment in research and development, be more efficient, hold a workshop or two on new ideas, and just as you are in full flow she stops you dead.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Follow my leader – and love the firm

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe current economic environment is one in which leaders' identification is under constant threat. Frequent reorganizations, lack of job security and increasing demands for mobility are all having a negative effect. This can lead to a knock‐on effect in the way that employees perceive the organization and their place in it. It reinforces the need for organizations to recruit and retain the best talent and ensure that senior staff lead by example, thereby encouraging others to see themselves as company men and women.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Leadership boost retains the human touch

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsA work‐based change orientated project was agreed between the participants and their line manager. This encouraged participants to seek out and use organizational resources. Inevitably this required people skills and political acuity. Risks and decision‐making were also inherent to the project process. The leadership and management skills of the participants were exposed so that personal action development plans alongside coaching could assist with further learning. The authors believe that this program contributed towards improving organizational learning and performance by enhancing each participant's leadership (performance) effectiveness whilst also producing transformational change.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations..Originality/valueThe 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.

Branding so much more than a name

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThose who say branding is “only a name” are missing the point. An effective, recognizable brand can be a wondrous thing. But there are hazards ahead for marketers seeking to make their product brand immediately recognized – and trusted – in a global economy.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Building solid foundations

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsGiven its severity, it is hardly surprising that the recent worldwide recession continues to be the focal point of much analysis. Financial meltdown together with the crumbling of asset markets and world trade ensured that few economies escaped its destructive effects. But many bailouts and fiscal stimulus packages later, it would seem that the recovery is finally under way. That stock markets are becoming vibrant provides some indication that a more confident outlook is starting to prevail. However, failure to impose adequate regulation on financial practices has led to a growing willingness among speculators to once again engage in risk‐laden behaviors widely blamed for triggering such devastation in the first place. Given these and other inadequacies, a compelling argument exists for an alternative growth model that better serves developing economies. At its core should be a desire to restructure so that more democratic and sustainable economic relations can emerge.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Gaining competitive advantage: the best academics and business can offer

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThere are two common refrains when business people reflect on how business academics can help them. One is, “why can't they communicate in simple English?,” and the other is, “I am sure what they do is very worthy and intelligent, but what is it that they actually do?” Steering a course between the two camps is fraught with danger, but occasionally light shines on the darkness in between the two worlds and some genuine insight is illuminated.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

E‐marketers seek higher peaks

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsBusinesses have to react positively to big ideas and to new technology. They must also make up for lost time should they, initially, prove a bit slow off the mark in seeing the potential of technological breakthroughs.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Do sustainable products require sustainable leaders?

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThirty years ago, if a CEO was asked whether their organization was “sustainable,” they would have held forth on future growth, the state of their order book and the potential for overseas investment. Asked that same question now, our CEO would pause, and with a wry smile start discussing the 99 percent recycled paper towels in the executive washroom.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Flying the flag for integration

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis review is based on “Implementation of an integrated management system in an airline: a case study,” by Palmira Lopez‐Fresno. This piece tackles comprehensively the issues behind creating an IMS, using a specific company case. A less euphemistic approach to how the company's more recalcitrant individuals were mollified, through “special communication,” would have been fascinating.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

De‐bugging organizational blogging

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsBearing in mind the advantages and pitfalls of implementing blogs, the authors propose a set of practical guidelines for management who may be contemplating using blogs in their organization but who are unsure of how to implement them successfully. The guidelines are generic, in that they can be applied to most industry sectors and are more specific to large‐scale organizations or SMEs.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Interview with Karen Velasco, Chairman of the British Institute for Learning and Development

PurposeKaren is a performance management consultant, trainer, facilitator and coach. Karen has worked in a variety of training, development and leadership roles for over twenty years; including eight years as managing director of PeopleSolve Ltd and 12 years as training, development and culture change manager with the Centrica group. Karen is Chairman of the British Institute for Learning and Development, a non‐executive director of the University of Chichester, and a director of Creative Leaders.Design/methodology/approachThis briefing is prepared by an independent interviewer.FindingsIn this interview, Karen Velasco talks about her professional background before being appointed Chairman of the British Institute for Learning and Development (BILD), highlights the vision of the BILD, and gives her thoughts on the new developments occurring within the field of learning and development.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueLearning and development departments constantly have to change their priorities to fit with the changing economic climate. Drawing on her professional experience, Karen Velasco offers advice and guidance to L&D professionals on how to remain competitive in new markets, whilst still addressing the needs of their employees.

Sustainable leadership

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in contextFindingsGood leadership is the key to success in almost any human enterprise requiring cooperation and team working in order to realize a common goal. This is true whether the discussion is about business, industry, government or education. As we enter the second decade of the twenty‐first century the challenges have become more acute in all of these fields. The global financial crisis, failure of industries which once seemed immutable, the growth of new political alliances and governmental changes and challenges to established educational systems all herald a world in which the only constant is change. What type of leadership is needed to meet these challenges and turn them into opportunities rather than disasters?Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueProvides an easily accessible summary of relevant business concepts and presents them in a fresh way

What every woman doesn't want

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsIn the UK, 2010 saw the 40th anniversary of its Equal Pay Act, which was an attempt to bridge the yawning divide at that time between men's and women's pay by making it illegal for salaries to differ for the sexes for doing the same job. However a number of studies in the anniversary year sought to re‐examine the problems in the UK on the issue, and highlighted that the gender divide was still very much alive and well, and that the UK was lagging behind its European cousins.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Facing up to Facebook voyeurs

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsEmployers are using social networking sites to do background checks on employees and job applicants. Whether or not this is ethical or unacceptable, people posting information about themselves on the internet should be aware of potential consequences.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe 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.

Thai firms tackle changing markets

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe overall survey results point to management support for corporate entrepreneurialism being related significantly to improving competitiveness. The use of rewards, recognition and opportunities for employees to determine their own activities and pursue their own agenda where appropriate are highly significant factors. Time allocated to idea generation and innovation activities appears to be less marked, however, than in previous studies elsewhere. One limitation to the findings is that it is concerned specifically with one industry; 181 operational managers provided usable responses but with all of them in manufacturing, this limits the way the findings can be generalized to other industries; at the same time, some companies who might have offered a different perspective did not give permission for the research to take place at all.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Social implicationsProvides strategic insights and practical thinking that can have a broader social impact.Originality/valueThe 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.

Joint effort

PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis example illustrates how integrating culture change and leadership development can help companies to exploit leader strengths to improve aspects of culture within a specific department or the overall company. To further guarantee that leaders are fully focused, a percentage of individual and departmental goals are tied to development.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Social implicationsProvides strategic insights and practical thinking that can have a broader social impact.Originality/valueThe 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.