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John Evelyn discovers sculptor Grinling Gibbons (1648 - 1721). Gibbons became Master Carver in Wood to the Court of King Charles II

Co-creating with Customers: More Pros than Cons?

Idea posted: March 2014
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Marketing

Involving customers in the design and delivery of products and services can be a cost-effective way to meet the demand for constant innovation and improved ‘customer experience’. It has, however, the power to destroy as well as create value. Much depends on the human and technological interfaces between customers and the company.

Idea #344
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John Barrymore as Svengali and Marian Marsh as Trilby, a poster for ‘Svengali’, 1931, produced and distributed by Warner Brothers

Choosing a Venture Capitalist: The Ethical Dimension

Idea posted: February 2014
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship

New and young businesses often depend on equity finance from venture capitalists. This does not, however, mean that they’re indiscriminate in their choice of venture capitalist fund. Recent research suggests that, in certain circumstances at least, entrepreneurs will spurn offers from equity investors who have a poor reputation for ethical behaviour.

Idea #332
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Children Acting the Play Scene in 'Hamlet', by Charles Hunt, 1863, (Source: The Yale Center for British Art. Wikimedia Commons)

Calling in the Consultants: Risks and Rewards

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

The use of management consultants by businesses and other organizations is controversial — and its benefits hard to quantify. (The ‘consultancy effect’ is impossible to isolate from other factors affecting the organization.)

Anecdotal evidence and experience, however, suggest that the leaders who derive most value from consultants are those who see them not as ‘fixers’ but ‘facilitators’ come to ‘counter-observe’ the organization and help create or measure its aptitude for change.

Idea #214
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Hamlet's Vision, by Pedro Américo, 1893,The Pinacoteca do Estado de São Paulo (Source: Wikimedia Commons)

The Surprising Reality of the Leadership of Change

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

Linear ‘step-by-step’ guides and standardised solutions are of limited use in the management of change. Organizations, by their very nature, defy prescription. Leaders who want to turn companies round are often better off observing things for themselves and encouraging employees to improvise solutions than trying to follow a generalised model. There are, to paraphrase Hamlet, more things in organizational life than are ‘dreamt of’ in the ‘philosophies’ of academics, business writers and management consultants.

Idea #213
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The Tax Collector, Marinus van Reymerswaele, 1542, Alte Pinakothek Museum,  Munich

Rewards that Motivate More than Money

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

Non-financial rewards such as career-development opportunities and challenges and responsibilities have a much greater impact on staff motivation than salary and benefits. Cash and bonuses and a fair and transparent policy on pay are important to employees – so, too, are flexible benefits. But organizations need to take a ‘holistic’ view of compensation and think in terms of the ‘total rewards package’. Very few people are motivated solely by money.

Idea #146
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Silhouette of a businessman pointing to a projected graph at a presentation

Reporting Risk When Reporting Performance to the Board

Idea posted: May 2013
  • CSR & Governance
  • Leadership & Change

As the board of directors is ultimately responsible for a company’s success or failure, board members should be adequately informed not only about the company’s financial performance but about the full gamut of risks that may impact the company’s prospects and results and influence future strategy.

Idea #150
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