Almost every car on the planet will eventually be electrified. But new types of car will require new styles of manager, too. So are there any Americans out there who can rise to the challenge?
The great economic disaster rumbles on, but the 21st century economy will continue to thrive and grow in the astonishing environment of the Digital Revolution.
Self-interest is a powerful engine of economic performance, but it is far from being the only one. Many other parts are necessary for the economic motor to run smoothly – like teamwork and delegation.
During this, the second-worst of all modern economic disasters, if a company announces lay-offs and closures, much of the blame is automatically attached to the downturn. However, a measure of blame has to be attached to management itself.
The sight of America's Big Three car bosses going cap-in-hand to Congress for a bailout encapsulates some harsh truths about America's industrial decline. Colossally overpaid, professionally incompetent and hugely conceited, they aren't fit to run a company, still less the world's economy.
Now that we can all see the disastrous effects of The Cult of Shareholder Value and The Cult of the Chief Executive, let's hope that a new movement - the Cult of Collaboration – can come to our rescue.
Since the very beginning of the IT Age, Wall Street boasted more technology and processing power than any other sector. So what happened to it? Why did it fail to stop the meltdown?
Robert Heller explains why the Second Great Crash is different from the First but all too similar to lesser crashes in between – and why it was completely avoidable.
Management is out of date. Managers are failing to take advantage of a unique moment in history where the gathering pace of change opens the door to revolution and new types of organisation.
Robert Heller discusses how, faced with rising complexity, managers make the situation worse with overly complicated reactions
The context in which people work is of vital importance. That means articulating a concise and relevant purpose which defines the shared tasks of all staff.
Opportunity always knocks. And adversity is the mother of opportunity. When the economic picture looks grim, there exist an increasing number of chances for generating bright new success.
How could a project as high-profile and important as the opening of Heathrow airport's new Terminal Five have gone so disastrously awry at such a sensitive moment? Robert Heller dissects the fiasco.
The Millennial economy represents the era of the Naked Plutocrat. While their super-fortunes are alleged to be rewards for super-success, they are beginning to resemble a much earlier group of self-servers: the Robber Barons.
How many managers ever pause to consider whether the numbers are guiding them and their businesses in the right direction? Perhaps their priorities need to balanced more in favour of innovation.
Sir John Harvey-Jones, who died in January, represented a rare breed. What made him stand out wasn't just his management know-how – it was also the human dimension.
Most managers accept that a subject is teachable and that the lessons, once taught, will bring benefit to them and their companies. But that doesn't stop too mnay of them wasting their time and money by listening to advice they are never going to take.
To what extend should incentives be used as a business strategy? Does motivation naturally follow incentives? Why are gross errors made and how can you protect against them? And how exactly can you use error as a foundation for excellence?
Management has always been difficult to classify. Managers and management gurus often disagree as to whether the activity is art or science or craft or discipline, or whether it is inspirational or mathematical.
The rise and fall of the giant conglomerates of the 1970s was inevitable. But why? And how exactly do the causes relate to the boom of private equity we see today?
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