Being Undisruptable

by Benjamin FinziIssue: November / December 2018

To foster rapid development of new business models, Deloitte research shows CEOs are relying on a novel set of leadership characteristics.

Speaking Up 101

by Nancy DixonIssue: September/October 2018

When the instinct for self-preservation keeps employees silent the loss of knowledge significantly reduces an organization’s ability to act effectively.

Nurturing Virtual Teams

by Derrick Neufeld, Yulin FangIssue: September/October 2018

Deploying legitimate peripheral participation (LPP) theory to foster engagement within virtual teams can pay enormous dividends.

When Customers Collide

by Barry L. LinetskyIssue: May / June 2017

Giving so-called internal customers priority over the real thing can be counterproductive and weaken business values along with profitability.

Reviewing the Review

by Himanshu SaxenaIssue: May / June 2017

To be effective, reviews should not dwell on the past. They should look back only to provide real insight for improving future performance.

Perfect Planning

by Laura Methot, Julie Barker-Merz et al.Issue: March/April 2016

Performance improvement doesn’t have to be complex. All you have to do is get behaviours right by defining what a perfect day would look like.

The Perils of Democratic Decision Making

by Rick Aalbers, Eoin Whelan et al.Issue: January / February 2016

Enterprise social software enables members of the corporate masses to have more influence over the organizations that employ them — but that isn’t always a good thing.