How to Develop the Climate for Innovation

When looking to embed high performance and change, and improve areas such as creativity and innovation, there are important distinctions for leaders to make between climate and culture.

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January 2017 Business SCAN
Leading Digital Transformation

Researchers from London Business School emphasise the significance, especially for established firms, of developing a new digital mindset to stay competitive. They describe it as a ‘fast/forward’ mindset. Fast, in this context, means alert, agile, experimental and capable of decisive action. Forward means proactive and searching, and it also means seeking to create a meaningful connection with customers and other business partners.

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January 2017 Special Issue Business SCAN
Innovation Forecast: Are we prepared for M2M?

Machine-to-machine (M2M) communications refer to autonomous communication between devices or machines. Advances in these areas are well underway, and they bring major new and different leadership and management challenges.

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December 2016 Business SCAN
Crowdsource Innovation: New Tools to Leverage the Wisdom of Crowds

Although open innovation can help companies tackle complex business problems that they can’t solve on their own, pushing problems to a vast group of strangers can seem risky to many managers. But excluding crowdsourcing from the corporate innovation tool kit could mean losing a great opportunity.

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November 2016 Business SCAN
21st Century Leadership. For Innovation and Purpose Led Transformation

In business, many people say that it is impossible to predict the future; that all we can do is prepare for uncertainty. But what if managers could now acquire the skills to make some predictions of the future, to better defend or create their organisation’s competitive advantage? According to researchers at London Business School (LBS) this is possible.

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November 2016 Special Issue Business SCAN
Power of Being Divisive. How a Bad Reputation Can Foster a Stronger Corporate Culture

While public relations and communication professionals have often focused on how to repair a damaged reputation, October’s Guest Expert, Dr. Thomas Roulet, looks beyond defensive perspectives with his statement: “there may be no point repairing a bad reputation when it is actually an asset for an organisation and a driver of change.”

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October 2016 Business SCAN
Use Creative Techniques in Agile Design for Better Business Processes

“Agile” techniques usually make little reference to established creativity theories and techniques, and integrating creative thinking into agile processes is a challenge.

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September 2016 Business SCAN
Use Behavioural Strategy for Better Strategic Decisions

Cognitive biases are often a result of our attempt to simplify information processing. They are rules of thumb that help us make sense of the world and reach decisions with relative speed. These personal rules are very often unconscious.

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August 2016 Business SCAN
Innovate from the Bottom-Up

Research suggests that creativity is less mysterious than we seem to believe. In any population, the distribution of creativity follows the normal curve. It is an ability that can be developed and, therefore, taught. This means that in a given context, creativity can be shut off — or turned on, if the environment dampens or supports creativity in the right way.

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July 2016 Business SCAN
Win with the Superpower of Persuasion

Persuasion has received some bad publicity over the years and, for many, persuasion conjures up images of manipulation, deceit, or brainwashing. However, the superpower of persuasion is directly relevant in all of our day to day experience and even more to those leading change and transformation.

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June 2016 Business SCAN
Use Networks for a Better Innovation Strategy

Social network analysis provides the capacity to map and understand the patterns of linkages between individuals, projects, project teams, departments, business functions, entire organisations, or even documents, databases and regulations.

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May 2016 Business SCAN
Deliver Excellent Customer Experience

Today, trust is the basis for every business exchange and all customer behaviour. Creating customer loyalty puts customer value, rather than maximising profits and shareholder value, at the center of business strategy.

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April 2016 Business SCAN
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
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