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Leading business transformation – learning by doing

Nixon, Bruce - In: Industrial and Commercial Training 35 (2003) 4, pp. 163-167

Globalisation and the technological revolution have transformed our world. It is exciting and offers abundant possibilities. For leaders it is hugely challenging. It is characterised by constantly shifting global competition, faster and faster change, increasing complexity, unpredictability,...

Persistent link: https://www.econbiz.de/10014755067

Managing change in hard times

Manning, Tony - In: Industrial and Commercial Training 44 (2012) 5, pp. 259-267

theories of leadership, unsuccessful implementation of change, and successful implementation of change. The two additional … leadership, unsuccessful change management and successful change management. From this literature review, it is possible to …, namely, strategic thinking, leadership, task management, relationships and resources. The author then draws on his own …

Persistent link: https://www.econbiz.de/10014755608

The creativity advantage ‐ is your organization the leader of the pack?

Cook, Peter - In: Industrial and Commercial Training 30 (1998) 5, pp. 179-184

Success in product and service innovation depends on creativity as a key input. Without a healthy and continuing supply of ideas, most organizations would cease to exist. A fundamental challenge facing leaders in the twenty‐first century is how to profit from individual potential and then...

Persistent link: https://www.econbiz.de/10014755937

Building thinking, feeling and knowing teams

Hyland, Clive - In: Industrial and Commercial Training 45 (2013) 6, pp. 359-361

Purpose – The purpose of this paper is to present fresh insights into the development of business teams. It aims to set out principles for taking teams through “thinking, feeling and knowing” into a state of advanced and confident performance and aligned behind a common vision....

Persistent link: https://www.econbiz.de/10014758343

Co‐opetition applied to training – a case study

Bagshaw, Mike; Bagshaw, Caroline - In: Industrial and Commercial Training 33 (2001) 5, pp. 175-177

‐operate for joint ventures. This article describes a corporate leadership project jointly run by a management consultancy, a …

Persistent link: https://www.econbiz.de/10014754985

People make the difference

Pickett, Les - In: Industrial and Commercial Training 32 (2000) 6, pp. 225-229

, research has clearly shown that people are the key to business success. Moreover, a clear link between business strategy and …

Persistent link: https://www.econbiz.de/10014754949

Building business success: a case study of small business coaching

Porter, Sue - In: Industrial and Commercial Training 32 (2000) 7, pp. 241-244

This article describes a project and the resulting programme to help small businesses to survive and grow through the use of business coaching. It also describes the use of the programme in an actual case study of business coaching. The programme seeks to give the owner/managers of small...

Persistent link: https://www.econbiz.de/10014754959

Learning enters the boardroom: making the connection between strategy and enterprise‐wide learning

Henry, Paul - In: Industrial and Commercial Training 34 (2002) 2, pp. 66-69

execution of strategy requires a change in behaviors and operations. To that end, true business transformation means equipping … that are making the connection between learning and strategy to achieve their business goals. …

Persistent link: https://www.econbiz.de/10014755006

Transforming the company: the differing learning practices of successful and unsuccessful companies

Coulson‐Thomas, Colin - In: Industrial and Commercial Training 35 (2003) 1, pp. 5-10

environment and creating international learning networks to be compared. Learning, training and development activities and …

Persistent link: https://www.econbiz.de/10014755041

Influencing and negotiating skills: some research and reflections – Part I: influencing strategies and styles

Manning, Tony; Robertson, Bob - In: Industrial and Commercial Training 35 (2003) 1, pp. 11-15

Examines the connection between influencing and negotiation. Using data collected from self‐assessment instruments developed by them, the authors argue that it is useful to see negotiation as one type of influencing. The article is in two parts. This first part concentrates on influencing. It...

Persistent link: https://www.econbiz.de/10014755042