Resources

The only way is ethics

Every good company boss lays claim to integrity. Many have put their money behind their word by investing heavily in compliance and conduct to stop people behaving badly. The evidence suggests it hasn’t had much impact. Trust in companies is unchanged over the last decade and the level of observed misconduct was the same in 2015 as it had been...

From fragile to agile

In 1961, the life expectancy of a firm in the S&P 500 was around 61 years. Now it’s less than 18 years. On top of this, only 12.2% of the Fortune 500 companies in 1955 were still on the list in 2014. Meaning that 88% of the companies have merged, gone bankrupt or have simply fallen off the list. What...

Reorganisation remedy

The trouble with reorganisations, a bit like diets, is that relatively few achieve what they set out to do. Most reorganisations lead to a fall in stock price, a decline in productivity and a near collapse in customer satisfaction, let alone the detrimental effect on employees. There are glorious exceptions: some organisations have reduced the workforce by up to 40%...

The return of the manager

Management has been out of fashion for longer than leg warmers. Managers are dismissed as the permafrost who prevent change and the excuse for why important messages from the big corporate leader don’t reach the front line (not that the message was unintelligible, unpalatable or, most common of all in our experience, irrelevant). And yet, for the most pressing challenges...

The only way is ethics

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From fragile to agile

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Reorganisation remedy

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The return of the manager

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