1,374 research outputs found
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Transformative leadership for fostering creativity, innovation and business excellence
This theme paper raises a series of questions for participants to consider ahead of the Dubai Global Convention 2018 and 28th World Congress on Leadership for Business Excellence and Innovation, the focus of which this year is on transformative leadership for fostering creativity, innovation and business excellence. Questions are posed in the various areas that are on the convention and congress agenda. The meaning of excellence is explored and the relevance of both excellence and innovation from different perspectives and in relation to aspirations, possibilities, situation, context, costs and implications is discussed, Areas of questioning covered include boards and business excellence, boards and innovation, the questioning and justification of innovation, the selection of innovation projects, ensuring relevance, staying ahead of the competition, leadership for uncertain times, visionary leadership, disruptive technologies, partnering with technology, boards as enablers or constraints, productivity and performance tools, stimulating creativity and establishing creative environments, recovering optimism and contextual, productivity, human capital, governance, stakeholder, sustainability, social responsibility and organisational considerations
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Creativity, innovation and the board
Creativity, innovation and entrepreneurship are increasingly important for sustaining relevance and corporate success in the contemporary business environment, and there are steps that directors and boards can take to support them. They are inter-related and all three are required for effective responses. Leaders need to understand the factors that help and hinder them and, in particular, the importance of openness, diversity and creative environments. Creativity, innovation and entrepreneurship need to be relevant and affordable for customers. They can also benefit wider society by addressing employment and other challenges
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Changing project and programme management
More tasks in many organizations are now being undertaken as projects and more of these projects can be of strategic significance. Puts the case for reassessing the significance and practice of project management and suggests there are additional project and programme governance dimensions to consider and that directors should be more concerned with these. Examines the changing nature of project management and governance requirements, coping with changing contexts, requirements and financial constraints, addressing opportunities, the initiation of strategic projects, project monitoring and reporting and project entrepreneurship
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Corporate ethics and risk management in an uncertain world
A conference theme paper, raising issues and questions for directors ahead of the 2017 Global Convention on Corporate Ethics and Risk Management which is being held at the Bombay Stock exchange on the 17th and 18th February 2017. Areas covered include: corporate ethics, risk management, risk governance, corporate conduct, ethics in business decision making, risk prevention and mitigation, risk and return, risk management frameworks, approaches and responsibilities, corporate fraud, unpredictable risks and natural disasters, systemic risks and shocks, managing risks in the financial sector, cyber security and risks, international collaboration and standards, and corporate boards and ris
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Addressing the Productivity Challenge and Ensuring a Future for Management Services
Certain accelerating developments have implications for productivity improvement and other management services professionals and their approaches and tools. New and interdisciplinary approaches are required as less work is undertaken by people. Perspectives need to enbrace networks and supply and value chains and combinations of people, robots and other machines, AI and other software and digital and disruptive technologies.
Stagnating UK productivity raises questions concerning its causes and measurement. Many practitioners have extensive experience of how to improve the productivity of work-groups and teams in certain situations. Increasingly, the challenge is to examine how people, machines and digital technologies can best work together in new contexts and as business models change.
Changes of priority, response and approach are suggested. Evidence presented in three related research reports suggest applications of performance support can simultaneously deliver multiple objectives and benefit organisations, people and the environment. More flexible tools and adaptable approaches could give the management services community a renewed rationale and purpose
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Effective corporate governance and sustainability: Mandate of the Board
Examines contemporary corporate governance and whether it meets contemporary and changing requirements, is relevant in particular situations and contexts or serves vested interests. Challenges assumptions and the contribution of governance in relation to innovation and sustainability and asks whether evolution or a revolution in corporate governance is required. Written to encourage discussion at the 15th London Global Convention on Corporate Governance and Sustainability
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Driving performance excellence through disruptive innovation and visionary leadership
Excellence and innovation are generally regarded as positive but they can mean different things to different people and both need to be relevant and affordable. This theme paper explores a variety of factors, issues and questions relating to excellence, innovation, leadership for excellence and innovation. It considers boardroom leadership and difficult choices, visionary boardroom leadership and factors to balance for responsible innovation, business excellence and the boardroom, driving excellence and innovation through the boardroom and innovation governance and related governance challenges, disruptive innovation in the digital economy, whether corporate governance should be compliance or principled driven, excellence innovation and creating world class organisations, excellence innovation and the family business, excellence innovation and economic growth, some wider implications of excellence and innovation and the relationship between them and challenges and opportunities for directors and boards. The theme paper is designed to encourage thought and challenge some established corporate practices ahead of the Dubai Global Convention 2017 and 27th World Congress on Leadership for Business Excellence and Innovation
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CSR to increase engagement and build relationships
The smooth functioning of markets and wider society depends upon expectations and acceptable levels of trust. However, trust in private enterprises and business leaders has fallen in a number of countries. Are companies contributing enough to society in return for the privilege of limited liability? Are they engaging their people and stakeholders and securing their commitment? This article questions whether CSR or a broader approach to responsible business could widen directorial perspectives, increase stakeholder involvement, engagement and motivation, build relationships with stakeholders, ingnite or re-establish passion and commitment, and help to create shared value, It also looks at the justification of CSR, the measuring and reporting of CSR and/or responsible business outcomes, legitimacy and the rise of sources of countervailing power that might limit and check businesses that are not responsible
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Entrepreneurship and family business success factors
Entrepreneurship is one of a number of factors that could account for the success of a family business. There are critical success factors that are important for the success of most businesses regardless of their size and ownership. Understanding the nature of both entrepreneurship and business success factors can help one to assess the extent to which family businesses might be able to make a distinct contribution that larger and/or listed companies would find more difficult, and whether, if governance issues are addressed, entrepreneurship could lead to reinvention, give family companies a new purpose and create additional opportunities for family members
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Empowering boards to become instruments of innovation and excellence
Examines the roles of directors, boards and CEOs in relation to excellence, innovation, innovative business models, leadership and human capital and the digital economy, aspects of leadership and the new, collective and shared leadership required for creativity, innovation and entrepreneurship. Written to encourage discussion at the 2016 Dubai Global Convention and 26th World Congress for Business Excellence & Innovation
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