New analysis sheds light on how CLOs can prove leadership development pays off.In recent years, CLOs have faced growing headwinds when it comes to making a business case for leadership development.
Yahoo’s , CEO, Marissa Mayer spoke to Stanford GSB students about making career decisions, leadership and handling criticism as part of a View From The Top discussion.
Three years ago, at a Starbucks shareholder’s meeting, I asked a very important question that has been in my mind for a long time to our shareholders and to our people.
Computers are able to do many tasks, but people still outperform them at human interactions and complex decision-making. A new study co-authored by Yale SOM labor economist Lisa Kahn suggests that firms that take advantage of these capabilities by looking for workers with social and cognitive abilities tend to be more successful.
NV ‘Tiger’ Tyagarajan, president and CEO at Genpact, outlines the ways in which resilient companies can adapt faster, strengthen their international operations and innovate by harnessing global opportunities and resources.
The companies that come to us are usually people who have a vision or they have a strategic objective and they know that they need to involve their people in that. The issues could be quite different. It could be that we need to be more sustainable in terms of the ecology, in terms of the climate or could be that need to have a more innovative culture.
Indian companies are fast cashing in on the growing demand for corporate learning. Online education platform and B-schools are witnessing more takers and executive education providers have also seen a considerable increase in growth rate in enrolments over the last five years.
As an educator designing and running executive education programs at Ashridge, my thinking is informed and influenced by my assumptions about human nature and about how organizations work. HR and Learning & Development Directors often ask me whether the development of their senior people is underpinned by a model, a concept, or at least some kind of ‘point-of-view’. Says Stephan Wills I have always advocated having ‘a point-of-view’ and being courageous in expressing what it is. What follows is not a model of leadership or a theory of leadership, it is my ‘point-of-view’ about leadership ‘what it is’ and ‘what it is not’ - a number of key principles which can inform and guide leadership development practice:
When what they’re saying makes us squirm a little (or maybe a lot), that’s a sign that we’re really onto something. Have you ever been tempted to put your kids on a plane and send them to the other side of the world for the summer? For Ingar Skaug, that was a normal part of childhood. Skaug, a native of Norway, grew up to become President and Group CEO of Wilhelmsen Holding ASA, a world leader in shipping, logistics, and maritime services. He currently serves on the boards of a dozen organizations worldwide, including his role as chairman of CCL’s Board of Governors.
For that one needs to know the goal, map the business data collection processes, see what internally or externally exists but all in light of certain questions. In what follows, some of the key mistakes with regards to big data analytics are elaborated. Their recognition can help establishing an effective approach in use of big data.
In the course of this extensive IMI Masterclass series in Cork and Dublin, Manfred considered leadership from several perspectives. At its heart, he believes leadership to be about human behaviour – what we do, how we do it and why we do it. Central to his message is that to be a leader is to be human and to be an effective leader necessitates understanding ourselves and what drives us.
Pope Francis appointed Fernando Ocáriz prelate of Opus Dei, thus also making him the new Chancellor of the University of Navarra. Msgr. Ocáriz, knows the IESE school well and wanted to take the opportunity to communicate with the IESE community through this interview, one of the first following his recent appointment.
Courage is the quality that distinguishes great leaders from excellent managers. Courageous leaders inspire employees, energize customers, and position their companies on the front lines of societal change. Bill George explains why there aren't more of them.
From Bala Balachandran, J. L. Kellogg Distinguished Professor of Accounting and Information Management at the Kellogg School of Management, Northwestern University, USA and the Founder and Dean of Great Lakes Institute of Management, Chennai, India.
After Jonathan Levin was awarded the prestigious John Bates Clark Medal in 2011, a journal noted one of the many things that made the economist stand out from his peers: His exposure to economics started not in the classroom “but at the dinner table.”
Professor Bradley R Agle is the George W. Romney Endowed Professor of Ethics and Leadership in the Marriot School of Management at Brigham Young University, USA.