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A significant step in your academic journey, deciding whether to pursue a post-graduate programme can be a daunting task. The decision-making process involves weighing up
When starting a new director-level role, it is fundamentally important to future success that you quickly get to grips with the people, their views and perceptions, advises John Fordham
Engaging and empowering employees is crucial for organisational growth and success. One effective method to achieve this is through meaningful career conversations that go beyond performance evaluations and delve into employees’ aspirations, goals and challenges, as Antoinette Oglethorpe elaborates
Creating a well-being culture in the workplace can’t be relegated to one person, one team or one technology platform. Every manager, leader and HR professional plays a role in supporting or harming the health and well-being of the people they lead, contends Richard Safeer
Organisational culture continues to be surrounded by mystique, misinformation and myth. Richard Nugent attempts to provide some clarity around its definition and offers two key reasons why leaders must treat the development and maintenance of workplace culture as a key part of their job
Originally from South Africa, Mae Scholtz is VP & head of digital operations at First Abu Dhabi bank, the largest bank in the UAE, where she lives with her husband. She shares why she decided to pursue an MBA and the impact business education has had on her career
Relentless change. Pressing global challenges. Mounting societal expectations. The world today’s leaders are operating in is fundamentally different from the one previous faced by previous generations. Amy Walters Cohen explores how leaders can shake up their approach and raise their game to the next level
Marginal choices and ways of life can be eye-openers in their own right, even when they are likely to remain at the fringes of society. For mainstream marketers and business leaders, there are myriad ways in which a glimpse of such behaviour can be a source of inspiration, as Helen Edwards explains
Solène Hascoet was born and grew up in Lorient, in the south of Brittany, a working-class port town. After taking her Baccalaureate, she held various unskilled positions for a few years before going back to university at age 22, following a serious road accident. Upon completion of a master’s degree in financial management, she went on to work in audit, control and organisational management. A few years later, she decided to embark on an executive MBA at Audencia in Nantes (pictured above)
Today’s business leaders cannot afford to focus only on the traditional risks to their businesses but must also consider how to protect their precious corporate data from cyber-attackers, insider threats, nation state actors and even unintentional damage or deletion. Dr Michael Nizich explains how best to deal with these kind of scenarios
How many times have you left a meeting, not quite sure what the point of the presentation was, overwhelmed by the sheer number of slides and data points – yet underwhelmed by the impact of the narrative? Luckily, David Fish is on hand with some pertinent pointers for the prefect presentation
Daniela Tonoli decided to pursue business education in her home country of Italy, graduating from the Milan-based (pictured above) Polimi Graduate School of Management’s MBA class in 2022. Alongside her career and educational pursuits, she loves to devote time to mentoring young students, writing novels and volunteering, something that includes providing consulting services for purpose-oriented associations and companies
Integrating artificial intelligence (AI) into business operations is an increasingly valid solution. While AI may seem like something only big corporations can afford, SMEs can also benefit from this technology. But what exactly are the benefits of AI for SMEs? And how can they evaluate if AI is right for their long-term success? Stefano Maifreni seeks out some answers
Companies must build cultures where people can bring their whole selves to work. This means they can bring their diversity, uniqueness, preferences and strengths. It also means that they should be able to bring their emotions and not be judged or held back for doing so, advises Natalie Boudou
The challenge of assembling a high-performing leadership team is a priority for any CEO. But how exactly should a leader go about building one? Marianna Zangrillo and Thomas Keil share the benefit of their experience