Leadership has become a central theme in the world of business and in the world of politics in 2012. The global economy has proven that many company leaders are ill-prepared to tackle the challenges the next decade will provide. Businesses that rise to the challenge are seeking leadership training that exceeds the standard courses offered by traditional business programs.
Uncertainty in the UK and across the globe, have challenged management in small, medium and large corporations to address their leadership weaknesses. Today’s competitive businesses are forging working relationship with suppliers, competitors and businesses in other specialties to bring new products to market faster than other businesses. This collaborative effort is called open innovation. Continue reading
Ethical and transparent leadership carry more weight in the business community than at any time in the past. As new business cultures that are open and collaborative become dominant in the sustainability of businesses large and small, the importance of transformational leadership skills can impact the company’s survivability and prosperity in the face of the global economy.
Leadership in the 21st century had been redefined. It is apparent that sustainable leadership qualities will continue to change as global conditions merit. Not every leader is comfortable with the new age of open innovation and collaboration. But, it is clear that for corporate cultures of all sizes to engage in the unbelievable opportunities provided by these new markets, leaders can never be too transparent, too ethical or too committed. There is plenty of evidence about what happens when these qualities and others are not at the top of the culture and do not permeate every unit of the business. Continue reading
The business leaders in today’s climate are battle-tested, have access to immediate information from multiple sources and know how to use it. In comparing the business leaders of today with leaders of the past, one must understand the tremendous impact Henry Chesbrough’s book entitled, Open Innovation: The New Imperative for Creating and Profiting from Technology has had upon today’s business culture.
The CEO of a small, medium or large enterprise today can engage in a global marketplace that is far more vibrant than was the global marketplace in the 1990’s. To compete in the global marketplace, CEO’s must not only accept Chesbrough’s “open innovation,” but must also build organizations with collaborative capabilities. Continue reading
The ongoing challenge for every business, large, medium and small is creating a sustainable model. To increase the company’s sustainable culture, entrepreneurs and corporate leaders develop a succession plan. This plan evaluates all staff and identifies their leadership and management potential.
Peer learning groups are an innovative way for companies to keep their culture attuned to the ever-evolving open innovation and collaboration practices that dominate companies of all sizes. Peer learning groups are used by businesses who want sustainable and proactive workers and teams. In today’s marketplace where businesses of all sizes have unique opportunities to play important roles in the global economy, peer learning is the bridge from the local, regional enterprise to a business that can compete on a larger playing field. Continue reading
Many businesses and just about all SMEs face the very real challenge to transform business cultures from what Henry Chesbrough termed closed innovation cultures to open innovation cultures that are conducive to collaboration. There are so many financial and sustainable advantages to this transformation.
Yet, this is not a transformation that is easy. First of all, this transformation requires concessions by management. Secondly, the transformation requires the business to acknowledge that the marketplace has shifted. Despite a preponderance of confirming data, existing SMEs remain stubbornly ingrained in the culture that got them off the ground. Continue reading