Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
Austria Belgium Brazil Canada Denmark Finland France Germany Hungary Iceland Ireland Italy Luxembourg The Netherlands Norway Poland Spain Sweden Switzerland UK USA
There are types of business decision-makers for whom it is natural to have to break tradition from time to time, rethink their activities, and develop new directions.
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).
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.
We spoke with Tamás Mocsai — CEO of NEKA (the Hungarian National Handball Academy) and an elite sports strategist — about the transformation of the scientific background of sport and the future of performance improvement