1,097 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 preoccupations of India's business leaders: Creativity, innovation and environment leadership
The Indian registered “Institute of Directors” (IOD India) is a non-profit apex organisation focused upon building better boards. It has been in existence for over 25 years and certain of its international conventions, conferences and congresses have been running since its early years. Attendance at these annual events on corporate social responsibility; leadership, business excellence and innovation; environment management; corporate governance and sustainability; and risk management can exceed 500 delegates. Recommendations are produced at the end of each event and summary proceedings are published in the next available issue of the institute's journal Director Today. An analysis of event agendas and conference reports and the author’s participant observer experience as a speaker at 50 IOD India events and as author of event theme papers in recent years, suggest certain trends and a direction of travel. Over time, the agendas of what used to be a series of discrete events have become more integrated, with areas of overlap. Increasingly, the outputs of each event now often become inputs into one, two or more of the other events.
In recent years, greater awareness of the extent to which issues are interdependent and the value of collaboration has been evident. There have been consistent calls for boards to act to restore trust and recognise their responsibilities to a wider range of stakeholder interests. There has also been growing recognition that more than incremental change is required. This is evident in the evolution of the name of one event, with the term “quality” giving way to “business excellence” and with “innovation” now added. Disruptive and digital technologies and new business models now feature in the agendas for multiple events, whose themes now include references to “transformational leadership” and new paradigms. This paper explores the implications of transformational leadership and the requirement for innovation in relation to the environment and sustainability. It draws upon points made at recent IOD India events and identifies questions raised for directors and boards
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Leadership, excellence, creativity and innovation
Raises questions about the meaning, purpose and practice of contemporary leadership in relation to excellence, creativity and innovation, covering leadership qualities, the context and requirements of leadership, leadership at different stages of development, creativity and innovation, CEOs and top down leadership, entrepreneurship and shared leadership, leading the network organisation, shared and collective leadership, the role and contribution of boards, key questions for boards, leadership and human capital, addressing digital opportunities, and entrepreneurial or transformational leadership
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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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Embedding CSR mandate into corporate strategy
Author examines CSR, social entrepreneurship and responsible business and the role of the board in creating mutually beneficial outcomes. Designed to encourage reflection and thought ahead of the 10th International Conference on Corporate Social Responsibility
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