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Strategy

Organisational Development in the Leader’s Shadow (Part 5): there’s always room for improvement, and now there’s a reason to do it

The Expert type's thinking on development is very clear: you have to develop throughout your life. You need to expand your knowledge and professionalism, and age can't stop you.
Strategy

Organisational Development in the Leader’s Shadow (Part 4): Everything would be fine like it was

If we need a motto for Supporter decision-makers, the most appropriate versions all cluster around immutability.
Strategy

Organisational Development in the Leader’s Shadow (Part 3): Unique, specific, and special

Individual business decision-makers see the crisis as a huge opportunity to exercise their creativity, communication, and influence.

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Strategy

Organisational development in the leader’s shadow (Part 2): Bigger, bigger, bigger!

A fundamental characteristic of Ruler leaders is that they like to show off their status, power, and greatness to the outside world.
Strategy

Organisational development in the leader’s shadow (Part 1): Overall Development Indicator

Many people measure company progress in different ways. Some take pride in the growth of their organisation, some focus on revenue growth, and others are interested in profit.
A year ago

A YEAR AGO: Vulture Communication

Another important period in brand-building is coming. From a communications standpoint, companies seem to have managed to wake up in time, all circling the opportunity like vultures.
Strategy

Crisis, War, Strategy: Changing Strategy (Part 3)

Lead: what does it take to be a good strategist? What are the criteria for deciding whether a consultancy is good or not? We asked Miklós Palencsár (Mentors & Partners Group).
Strategy

Crisis, War, Strategy: changing strategic advice (Part 2)

Today, advice alone is not enough; success requires implementation, translation into practice, and management of the whole process.
Strategy

Crisis, War, Strategy: Changing Strategy (Part 1)

Not many people anticipated that in building strategy they would have to contend with a war that would create an inflationary, recessionary environment the likes of which modern managers have never faced.
A year ago

A YEAR AGO: OUTSIDE THE BOX, for real this time! (Transforming Strategy in 2021) Episode 1: Dreamers and Sober People

When we talk about transformation, especially on strategic issues, we can distinguish three methodologies.
Strategy

The HR Ego and the Battle for Talent: Successful talent management programmes since 2020

If we were to summarise the impact of talent management market changes since 2020, it could be said that in all the successful organisational development exercises have applied a combination of two basic methodologies.
Strategy

Spy Game (Part 2): Selection-focused talent management

Selection-focused talent management is definitely a luxury for HR, and it's one that has to be fought for, because the best talent isn't going to just rush in.
Strategy

Spy Game (part 1): Selection-focused talent management

The emergence of selection-focused talent management roughly coincides with the start of the startup world's conquest of the world, but it is no longer only used by one-off global companies.

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