Latest Articles


Complexity management for leadership and innovation

Leadership and Innovation by dealing better with Complexity

Here are a few tips on how to lead better, or innovate better, by tackling complexity head-on. Better still, here’s just one core reason why most solutions we produce to deal with complex issues, mostly fail.  Also, you’ll find pointers on how to do better. A complex issue is one that has several actors, each …

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Innovation, Leadership,

Balancing Innovation and Stability through effective Leadership

Here are some pointers on how to break the vicious cycle of desire for improvement and factors that work against it. I am talking of the conundrum in which there is pressure for performance leading to change initiatives, which leads to disruption, which makes it difficult to change, which builds pressure for performance, which leads …

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Leaders are not Namby-pamby

If there is one management insight I have learnt in my career of 30 years in several organisations, it is that most managers shy away from hard decisions regarding the weak links in the organisation. In this regard, I directly reproduce Colin Powell’s words – ‘Good leadership involves responsibility to the welfare of the group, which …

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ORGANISATION AND JOB PROFILING FOR INTERVIEWS

ORGANISATIONAL  AND JOB PROFILING   1. General Work Environment   An Example Pressure of Work Structured but somewhat relaxed setting where there is reasonable time to contemplate decisions. Homework necessary with reasonable intermixing of business and personal time. Volume of Work Deadlines Homework 2. Type of Work Accuracy Work requiring strong mathematical, statistical and computation …

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TYPICAL ERRORS IN INTERVIEWS

  Similarity Error Many interviewers are predisposed to react positively to candidates who are similar to themselves ( in outside interests, personal backgrounds, appearance) and react negatively to candidates very different from themselves   Contrast Error Candidates should be compared to the standards that the organisation has established for the position, not to each other …

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