Because business environments change frequently, leaders do not invest enough time understanding cultural differences and their impact on corporate lives.
“Damn the Torpedoes, Full Speed Ahead”?
“In theory, theory and practice are the same. In practice, they are not.”
–Richard Feynman (but attributed to many)
Partnering Contractual Terms
In this article we introduce critical success factors by which leaders can frame contracts and deliver expected results. Addressing those factors can enable partners to achieve their objectives.
Righting the Global Operating Ship
Global businesses have an enormous impact on nations and communities across the world. Business leaders are creating social value by expanding globally and partnering with cross-border institutions.
Risk Management in Business Partnering Engagements
In this article we propose a few simple techniques for increasing the efficiency and effectiveness of risk management in business partnering engagements: 1) planned opportunism 2) collective reflection-in-action 3) multi-frame thinking 4) emerging opportunities and 5) reporting framework – partnering philosophy.
Planning and Forecasting
Reliance on planning and forecasting has mushroomed since the dawn of the computer era. Data flows freely up and down the business hierarchy, greatly enhancing leaders’ ability to oversee performance and respond in real time. Nonetheless, there are still substantial problems in both theoretical and practical development of planning and forecasting; examining these problems carefully will inform future research.
Leading the Transformation Programme
The world of transformation management has evolved significantly. Though today’s leaders use artificial intelligence techniques to predict outcomes, transformation remains challenging and unruly. Kotter (2006) says, “Most major change initiatives – whether intended to boost quality, improve culture, or reverse a corporate death spiral – generate only lukewarm results. Many fail miserably” (p. 1).
Art in Designing Global Operating Model
Having a proper operating model is a key prerequisite of business success, a starting point for making organizational design decisions. The model first works as a spine to frame relevant business processes and governance environments. Second, it brings transparency to organization structure. Third, it allows businesses to create effective motivation systems and management practices. Finally, the model enables companies to pursue a deliberate set of business priorities.
Literary Research: Governance and Effective Transformation
“The soul is here to find its own way -
to do what’s next, to experience.”
- William Ayot
Cash is King
Many businesses face increasing liquidity pressures driven by complex and often hidden factors, making disciplined order-to-cash management a critical lever for resilience and sustainable performance.