November / December 2002
THE EFFECTIVE LEADER: UNDERSTANDING AND APPLYING EMOTIONAL INTELLIGENCE
Emotional intelligence can be misunderstood and misrepresented. But the bottom line is that the manager who can think…IT TAKES SYSTEMS, NOT SERENDIPITY: A BLUEPRINT FOR BUILDING A DISRUPTIVE-INNOVATION ENGINE
Management in established companies may lack the zeal and fervour of their counterparts in startups. But by embracing…EVEN TITANS COCOON
Somewhere amidst the frenzy of mergers... During the frenzy of mergers, acquisitions and alliances in the last decade,……MERGING BRANDS: DESIGNING THE POST M&A PORTFOLIO
Successful business mergers demand successful brand mergers. If they are to succeed, managers need to be aware that…ETHICS AND COMPETENCY: THE MARKET FORCES BOARDS TO TAKE A LONGER VIEW
Legislation and regulations definitely can ensure higher standards of governance, but the most effective and compelling……EVEN TITANS COCOON
Somewhere amidst the frenzy of mergers... During the frenzy of mergers, acquisitions and alliances in the last decade,……IMPLEMENTATION: THERE’S MORE TO INNOVATION THAN GREAT IDEAS
Managers can not only make innovation work, they are the only ones who really can make it work. Instead of accentuating……INSIDERS OR OUTSIDERS: WHO SHOULD HAVE MORE POWER ON A BOARD?
Most parties today agree that outsiders should hold the balance of power on a board. Perhaps so, but there is also a…
