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Saint Jerome in his Study, Domenico Ghirlandaio, 1480 (Courtesy: Chiesa di Ognissanti, Florence)

Knowledge Leaders to Apply Academic Research to Solve Organizations' Real World Problems

Idea posted: February 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Knowledge leaders leverage academic research into real-world performance advantages for their organizations in three different ways: direct transfer, selective adaptation, or challenging research conclusions. 

Idea #586
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British generals, during the Battle of Gazala, 1942 (Source: Wikimedia Commons)

The Power of Scenarios to Open New Perspectives

Idea posted: February 2016
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Well-known as a strategic planning tool, the scenarios methodology can drive potent academic research that shatters assumptions and reveal radical new perspectives on major issues and problems.

Idea #582
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Napoleon at the Battle of Wagram 1809, Horace Vernet, 1836 (Courtesy: Palace of Versailles)

Ensure the CEO Gets the Right Information at the Right Time

Idea posted: July 2015
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

CEOs must be informed at all times about all internal and external facets of the company relevant to his or her performance as leader of the company. A personal knowledge infrastructure, based on the right practices, relationships and tools and aligned with the needs and personality of the CEO, can make the difference between leadership success and failure. 

Idea #532
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Money for Nothing: The Truth About Investment Consultants

Idea posted: October 2013
  • CSR & Governance
  • Finance
  • Learning & Behaviour

Widely used by retirement plan sponsors and pension fund trustees, investment consultants advise on institutional assets worth trillions of dollars. But their influence is not matched by their performance. New research finds no evidence that they add value to plan sponsors — or provide higher returns for pension scheme investors.

Idea #230
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A sales assistant demonstrates a blackout coat for dogs at Selfridge's in London, circa 1940. The coat would ensure the dog was visible during the dark nights of the blackout (Source: Wikimedia Commons)

The Secret of a Good Sales Assistant: Reading Customer Mood

Idea posted: September 2013
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

The ability to interpret facial expressions and body language is an important interpersonal skill. However, relatively little is known about how it affects people’s perceptions and experiences of retailers. New research suggests that sales assistants sensitive to ‘non-verbal cues’ are viewed positively by customers but negatively by third-party observers. This has important implications for the way ‘customer-facing’ staff are recruited, trained and evaluated — and for the way shops are designed. 

Idea #220
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Crossing a crevasse in the Himalayas during the assault on Mt Everest by Sir Edmund Hillary and Tenzing Norgay in 1953. Photographer Alfred Gregory. (Source: Alfred Gregory: Photographs from Everest to Africa. Penguin Books, 2008, ISBN 978-1-920-98961-3)

Managing Risks: Culture Matters More Than Rules

Idea posted: June 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Micro-regulation is not the most effective way to manage risks and improve services. The best guarantee of high standards is ethics-based risk control, underpinned by rules-based codes.

Formal risk management systems can encourage a box-ticking mentality, threaten internal and external relationships, and — in the literal sense of the word — demoralize people. The dangers are likely to be greatest where stakeholders have a strong emotional investment in self-regulation and ethics-based risk management.

Idea #160
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