If the past few years have taught us anything it is that nothing stays the same forever. The COVID pandemic has shaken most businesses to the core. It has been followed in short order by increased global political and economic stresses and regulatory and policy settings domestically which have significantly impacted on input costs. In that... Keep Reading
Leaders must define new realities In a crisis - a time of intense difficulty or danger - the first responsibility of a leader is to define the new reality. The second is to plot the way towards that reality, to empower others to get there & succeed. COVID-19 has re-set the world's collective reality. We will never go back to the old... Keep Reading
Leadership Truth #1: In midst of COVID-19, some truths never change. How we view things determines how we do things, so having the right perspective is all-important. We have faced-down many crises and we will beat this one also. Crises are more common than we think. Just in the last 20 years we have had Y2K, 9/11, SARS... Keep Reading
Driving impact in strategy - Strategic Foresight from The Futures School. The Futures School, led by Yvette Montero Salvatico and Frank Spencer, is one of the world's foremost practitioners of futures thinking and foresight practice. Their blog post this week is on the use of strategic foresight... Keep Reading
Read on for perspectives on the state of Wellington's economy, part of the 2019 Wellington Report Keep Reading
Work is changing, both in nature and its execution. With recent advances in technology opening up avenues previously unimaginable, people are ready to move beyond the conventional view of work as a thing one does for five days each week, sandwiched between two days of ‘life’. People’s desire for an integrated approach to work,... Keep Reading
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