I am often bemused by our reluctance to recognize our country’s leading lights off the sports field. Being acknowledged as successful and a leader in business appears to attract an automatic expectation of looming failure – NZ’s infamous tall poppy syndrome I suspect. For a small country we bat well
We see the impact of technology and feel it perhaps more acutely when we marvel at the ability of a two year old to grasp the power of an iPad within minutes. I find it awe inspiring and slightly unsettling at times when considering that the energy efficiency of computers
Over the last few months I have had conversations with leaders of large and small organisations that invariably include a sense of dissatisfaction with strategy. Now strategy development can be a baffling process. Mostly they say it is not the strategy itself that concerns them, but a perceived lack of results.
The term 'social licence to operate' has over recent years become widely recognised as a term that describes the stakeholder perception of the legitimacy of a project, company or an industry. This diagram below from SKM adapted from Boutilier and Thomson best describes the levels of social licence to operate. Most companies and
Harvard Business Review has over many years provided insights into a number of studies on leadership. The most pre-eminent study on kinetic leaderships remains to be by Daniel Goleman called "Leadership That Gets Results". Goleman and his team completed a three-year study (1998-2000) with over 3,000 middle-level managers across the
Aman Mehta: The number of innovative and successful interventions to address housing issues in the Asia Pacific is encouraging – but these efforts must be galvanised, as the Asia and the Pacific is still home to 505.5 million slum-dwellers. More than half of the world's population lives in urban areas and
Peter Fa'afiu: I sat down the other day and treated myself to watching The Godfather ...again! I must admit, I am a fan of the mob movies, but this one in particular. It remains a masterpiece in storytelling. Whilst the Corleone characters have always interested me, it is the character of Tom
Nick Alexander: Our Principal Partner pays tribute to Hans Boin, a man who was poised to play a leading role in Navigator before his tragic passing. When I met Hans Boin two years ago while acting as Chief Executive of Te Mana o Ngāti Rangitihi Trust and seeking help with quality assurance,