3 Things to Consider when Implementing Activity Based Working: Workplace Transformation (Article 1 of 3)

This article is written by Audra Lee

Activity Based Working, or Smart Working, is being implemented in Asia at an increasing pace as companies realise key benefits such as increased productivity and collaboration, and reduced turnover and real estate costs. Implementing it involves a physical change in the environment and more importantly, a culture change in the workplace.

Talent Management in Emerging Markets: 1 Insight to Act on Today (Part 7, Be Evidence Based!)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe, and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, one insight into Emerging Markets that you can act on today is: Practice Evidence Based HR!

When the News is Bad, It’s Time to Communicate More

This article is written by Cynthia Owens

Economic storm clouds appear to be gathering in Europe and the U.S., and for many multinationals in Asia that may begin to impact budgets and sales forecasts and lead to policy changes dictated by factors outside of Asia. When the head office starts freezing travel and slowing new hires or cutting back on learning and development and bonus pools, the instinct for most managers is to downplay the bad news or get it over with and move on.

What the F1 Can Teach Us about Driving Growth in Emerging Markets

This article is written by Alison Eyring

When examining racing performance in F1, what matters most, the driver or the machine? This is the question that kicked off a great dialogue with top-level executives from leading companies such as BHP Billiton, InterContinental Hotels Group, Marina Bay Sands, Philips, Johnson Controls, Citibank and the Dubai Multi-Commodities Centre at the launch of our CEO Roundtable on Driving Growth in Emerging Markets. Following are a few take aways from the conversation to help you have greater impact as a growth leader.

Talent Management in Emerging Markets: 1 Insight to Act on Today (Part 6: Segment!)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe, and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, here is one insight into Emerging Markets that you can act on today.

Talent Management in Emerging Markets: 1 Insight to Act on Today (Part 5, Avoid Programme Overload)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, here is one insight into Emerging Markets that you can act on today.

How to Communicate in a Crisis, Lessons Learned from Japan

This article is written by Cynthia Owens

As the sad and shocking headlines appeared from Japan in April, leaders across the region and around the world were reminded that effective communications in the initial stages of a crisis can be the difference between calm and panic. Over the life of a crisis, good communication is what gains you trust and loyalty from your employees and your customers.

Talent Management in Emerging Markets: 1 Insight to Act on Today (Part 4, Forecast)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, here is one insight into Emerging Markets that you can act on today.

Talent Management in Emerging Markets: 1 Insight to Act on Today (Part 3, Localise)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, here is one insight into Emerging Markets that you can act on today.

8 Things Leaders Should Do To Succeed In The Year Of The Rabbit

This article is written by Cynthia Owens

The Year of the Rabbit is a year for diplomacy and that requires excellent communication skills. We are all so busy in our 24/7, “CrackBerry，” frequent flyer working life in Asia, it’s easy to forget the importance of actually taking time for thoughtful face-to-face discussions with our teams and peers.

Don’t Promote the Loudest Goose: Lessons in Promoting Leaders

This article is written by James Eyring

A new study by Dutch researchers showed that among geese, bold and assertive geese tend to be the leaders. Unfortunately for the geese, the assertive goose was not necessarily the best leader. This is often the case in business, where strong networking and communications skills get people promoted, even when the leaders are not good performers. Before you stop reading this, let me acknowledge that all companies try to promote based on merit. It just does not always happen. Read on to find out why!

Talent Management in Emerging Markets: 1 Insight to Act on Today (Part 2)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, here is one insight into Emerging Markets that you can act on today.

The One New Year’s Resolution Every CEO Should Keep in 2011

This article was written by Alison Eyring

The one New Year’s resolution every executive and manager should keep it is to ensure all his or her people have clear, measureable and challenging goals for the year. The idea of setting goals may seem too basic or trivial, but just take a look at decades of research on the topic and you’ll be convinced of the importance of goals for driving performance.

Talent Management in Emerging Markets: 1 Insight to Act On Today (Part 1)

This article is written by James Eyring

Increasingly, companies rely on Emerging Markets for revenue growth; this is particularly true given slow economic growth in the US, Europe and Japan. One of the greatest challenges to capturing growth in these markets is having the right leadership capability. Based on our on-going research on Talent Management in Emerging Markets and experience with companies, here is one insight into Emerging Markets that you can act on today.

Turbo-Charging Leadership Development to Grow the Business

This article is written by Mike Casella , President & CEO of Chubb Ins. Co of Europe

Chubb is a global, speciality insurance company headquartered in the US. In 2002, Chubb in Asia Pacific faced a number of challenges to growth. While we were in the boom times of our industry business cycle, we know this wouldn’t last. More importantly, we knew we wouldn’t be well positioned for the inevitable down cycle.

Where Have You Been?

This article is written by Steve Arneson

 

“If you don’t know where you’re going, any road will take you there.”  I love this quote – it’s supposed to get you moving if you’re stuck, but I like it for another reason.  I believe it screams “get organized, and have a plan”, which is great advice whether you’re planning a trip or your own leadership development.  Any significant journey worth taking is worth planning.  Let’s pretend you’re taking a six month sabbatical to climb Mt. Everest.

Key Practices in Identifying and Developing Potential

This article is written by Ray Henson

Organizations are increasingly interested in identifying their high potentials and providing them with appropriate assignments to prepare them for future roles.  Companies have shifted from the days when succession planning was focused primarily on identifying the top replacement candidates for the CEO’s job (and perhaps his or her direct reports as well), to more sophisticated talent reviews, where the companies’ senior executives have robust discussions about their future leaders.

Raising Your Game as a Leader : How can you develop your own leadership skills?

This article is written by Steve Arneson

As a leader, you have the potential to improve – but you have to work at it.  You have to want to get better if you’re going to become a more effective leader.  Why is this important?  Because as a leader, you have an opportunity to help your people grow and develop.  But to positively impact others, you have to be willing to keep learning and growing yourself.  You have to model working on your own development.

Accelerating Leadership Development through Action Learning

This article is written by Alison Eyring and Lucy Sampson

Companies worldwide are seeking growth. Ensuring an adequate supply of leadership talent is one of the greatest barriers to sustaining this. So, how does a company grow leadership capabilities fast enough to sustain their growth?