Build Resilience against Cybercrime

In the current turbulent environment, many organisations are prioritising risk management as never before. However, according to the newly released Global Risk Report 2016, organisations are still not fully internalising cyber security risks. Despite cyber‐dependency being stated as one of the most important trends shaping global development over the next 10 years, organisations are only just waking up to the technological risks involved.

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March 2016 Business SCAN
Make Radical Innovation Happen

Successful radical innovations are rare – and most attempts at them fail. High uncertainty and the risk of failure lead many senior managers to stay in their comfort zone: they resist radical innovation and instead focus on incremental improvements to existing offerings.

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February 2016 Business SCAN
Innovation Governance

Effective governance is essential for steering, managing and sustaining a complex, cross-functional and multidisciplinary activity like innovation. Innovation governance itself can be thought of as “a system of mechanisms to align goals, allocate resources and assign decision-making authority for innovation, across the company and with external parties”.

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January 2016 Business SCAN
The Next Big Thing

Like products and services, management innovations have their own lifecycle: they’re new and exciting at first, but their decline is inevitable. In their prime, they may be perfectly relevant – but this can’t last as situations and environments change over time.

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December 2015 Business SCAN
Build Your Personal Knowledge Infrastructure to ‘Stay in the Know’

As senior executives grapple with the size, pace and complexity of modern organisations, it’s their job to stay abreast of all the important matters and developments going on around them. To make the best decisions, executives need to be masters at acquiring, organising, and applying useful knowledge – whilst filtering out the noise.

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November 2015 Business SCAN
Implement Innovation

Why do some organisations repeatedly bring brilliant innovations to fruition, while others flounder and fail? On the surface, these innovation leaders seem infallible – but the truth is that even they fail sometimes too. However, they understand one thing more clearly than firms that repeatedly miss the mark: what matters more than great ideas is what you do with them.

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October 2015 Business SCAN
Manage the Unexpected

As organisations cast a wider net for opportunities in turbulent, global markets, managing the unexpected has become the new norm. Despite adopting more sophisticated technologies, data sets, tools and processes to cope, firms are more dependent than ever on hiring and developing key talents to innovate, build resilience, and navigate the unknown.

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September 2015 Business SCAN
Innovating Across Organisational Boundaries

Today, more than ever, organisational leaders must be able to orchestrate winning, innovative partnerships with external parties if they are to get ahead and stay ahead. Leaders must act as influential connectors who can win the minds and trust of those people they potentially have no direct control over – but who are nonetheless paramount to success.

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August 2015 Business SCAN
Leading Entrepreneurial Innovation

Leaders of well-established organisations are engaged in a market war to innovate faster and smarter than ever before. But even when companies are staffed with enthusiastic teams willing to generate ideas, “intrapreneurship” (entrepreneurship inside of companies) often disappoints. In fact, intrapreneurship projects in big companies fail between 70% and 90% of the time.

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July 2015 Business SCAN
Building Workforce Resilience to Support Innovation

Organisations depend on their workers to generate new knowledge and ideas that will lead to profitable innovations. But as the business environment grows ever-more complex and competitive, and as organisations and workplace demands change continuously, workers are under increasing pressure to perform at their best.

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June 2015 Business SCAN
Managing Technology for Higher Productivity

The rapid adoption of new information and communication technologies (ICTs) continues to bring significant changes in how work is performed inside and outside the office. While investments in these technologies can bring numerous benefits and opportunities, ICTs also have a pervasive “dark side” that leaders must address.

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May 2015 Business SCAN
Managing Employee Engagement

Employee engagement is often seen as the cornerstone of high-performing organisations. Research shows that positive employee perceptions of management and engagement practices are linked to increased job satisfaction and organisational commitment, and reduced turnover intentions. According to Gallup, highly engaged workforces can boost organisational productivity and profitability by at least 20%.

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April 2015 Business SCAN
Building an Innovation Culture

A strong innovation culture is the driving force behind many of today’s most successful companies. Organisational culture is said to be largely invisible yet extremely powerful. It refers to the values, beliefs and sense of purpose that underpin the norms of expected behaviours that employees might follow.

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March 2015 Business SCAN
Reengineering Business Models

With more new market entrants, more savvy customers, and an increase in global market opportunities and threats, organisations are under pressure from all sides. In recent years, executives have been forced to take a sharper look at the role of their business models in driving innovation and profitability.

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February 2015 Business SCAN
Managing Creativity

Creativity is one of the most sought-after traits in leaders today, according to an IBM survey of chief executives worldwide – and is poised to be the key skill for the 21st century, says Dr Mark Batey, a leading authority on creativity at Manchester Business School.

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January 2015 Business SCAN
Strategic Narratives for Future Innovation

Turbulent global markets present particularly difficult environments for established companies to choose new strategic directions. In these situations, strategy making should “involve constructing and reconstructing strategic narratives that reimagine the past and present in ways that allow the organisation to explore multiple possible futures”.

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December 2014 Business SCAN
Innovating for the Future

Scientific and technological breakthroughs, innovative new business models, and intense competition are disrupting the business world in dramatic ways. As the speed of change accelerates, customers’ needs and expectations are rapidly being reshaped, along with the behaviours, beliefs and desires of the workforce.

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November 2014 Business SCAN
The Art of Innovation Leadership

Innovation processes are useful, but innovative people are essential: individuals need to understand themselves (their capabilities and limitations), and organisations and teams need to have the right mix of behaviours to innovate. This research focuses on how leaders can set the stage for making innovation happen.

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July 2014 Business SCAN
Knowledge Management for Innovation and Performance

The effective implementation of knowledge management to maximise knowledge creation, codification, representation and transfer is critical to improving innovation and organisational performance. Research shows that how firms “use” knowledge matters just as much as the knowledge they acquire and create.

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February 2014 Business SCAN
Better Decision Making

Executives make tough decisions every day – and for the most critical decisions, securing the best possible outcome can be make-or-break. An executive’s overall success rate for decision making will always be bound by a certain degree of risk. While difficult to eliminate completely, executives can lessen the risk and significantly improve the outcomes of their decisions by broadening their inventory of decision support tools and understanding how to apply these.

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January 2014 Business SCAN
Innovation Competitions

Companies are always looking for new ways to drive innovation and stay ahead – even those firms with large R&D centres staffed with world-class talent. But traditional approaches to innovation are often expensive and don’t always deliver the breakthroughs that executives expect. Firms often allocate resources to reinforce existing business models, while marketing functions focus on meeting the needs of current customers rather than penetrating new markets.

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December 2013 Business SCAN
Synchronised Innovation

The value of synchronised product development and innovation between companies has been recognised for decades – Intel and Microsoft’s alliance provides an excellent example. Firms that synchronise their innovation through strategic partnerships pursue increased sales and customer satisfaction.

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November 2013 Business SCAN
(Re)building Corporate Trust

Corporate scandals and misdemeanours typically have devastating effects on corporate trust: think the LIBOR rigging scandal, the Deepwater Horizon oil spill, and News Corporation’s phone-hacking scandal.

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October 2013 Business SCAN
Managing the Politics of Change

Organisations across the globe are in a constant state of change. The ability of firms to reinvent their strategies, structures and metrics is essential to growth and survival and yet the failure rates of some types of change can as high as 90%. One reason is that firms don’t adequately address the “soft” sides of change. Politics and emotions tend to take a backseat or are dealt with in an ad hoc, unstructured way.

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September 2013 Business SCAN