Organisational strategy should not be convoluted and complicated. It is about what you want to become. Why are we here?
In today’s knowledge-based economy, wherein intangible assets created from human intelligence and ingenuity are at the forefront, companies can no longer solely depend on their production capital. They must look beyond the boundaries of their organisation for such intangible assets, and incorporate fresh ideas and innovation, combining external and internal sources.
Marginal behaviours, choices, and ways of life can be eye openers in their own right, even where they are likely to remain at the fringes. Never mind that the behaviours are seemingly confined to the fringes; there are entrepreneurs who believe there is scope for mainstream expansion and see growth where others see only issues, confusion or nothing much at all.
By focusing on both the needs of your customers, as well as those of your employees, you can ensure that everyone’s best interests are taken into consideration when making decisions or driving forward key initiatives within your organisation.
The reality of good problem-solving is that our findings prompt us to review our earlier conclusions. Executives who know the secret to framing complex problems can supercharge their organisations
Six mindsets that offer a set of tools for identifying and grabbing opportunities and mitigating the inherent risk in doing so.
The ability to transform ourselves and persuade and influence others depends on the subtleties of effective communication and the fact that thinking impacts emotions, which, in turn, drive behaviour. In order to effectively move someone to action, we must understand how the mind filters information.
The World Bank’s Ease of Doing Business Ranking reflects that India has been able to retrieve its status in respect of keeping favourable business environment in the post-pandemic period.
There is substantial research showing that people who are successful in a holistic way—not just at making money—have high emotional intelligence. Do not confuse intelligence quotient (IQ) with EQ. Effective leaders allow themselves to be emotional privately. They process it, then come back and give the public their best selves, communicating constructively and listening more than talking.
No organisation or industry can think of having a future without incorporating data, talent, and learning in its operations. The future is still young and these three have a role to play in shaping it.
The office, no longer the all-powerful setting for work, is now morphing into something else-it will soon become more sustainable, sentient, social, and personalised, in a magnetising response to people’s choices.
Blind optimism does not help solve real problems; practical thinking during setting attainable goals does.
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