The 10,000-hour rule says intense, dedicated practice makes perfect – at that one thing. But what if breadth actually serves us better than depth? The challenge we all face is how to maintain the benefits of breadth, diverse experience, interdisciplinary thinking and delayed concentration in a world that increasingly incentivises [...]
Fifty leading female professionals from Black, Asian and other Minority Ethnic (BAME) backgrounds are highlighted in the 2019 Women to Watch supplement, published annually by Cranfield University’s School of Management alongside the Female FTSE Board Report. The Female FTSE Board Report reveals that only 11% of women on FTSE 100 [...]
Large companies devote plenty of attention and resources to succession planning, yet a PwC study finds that $112 billion in shareholder value is lost annually because companies pick the wrong people to lead them. The “obvious” choice is not always the candidate most likely to succeed in the CEO role. Even at [...]
"I’m doing the right thing because I sleep better at night,” says an exhausted-sounding Julian Richer, after a momentous week in which he won plaudits for handing control of his Richer Sounds business to staff. For once though, the entrepreneur’s good deeds have cost him sleep. The 60-year-old has been up all night after being engulfed in a media storm after the Guardian revealed he had transferred 60% of his shares to a John Lewis-style trust.
Should the Government think about an ambitious plan to bring more BAME minorities, (BAME - Black, Asian, and Minority Ethnic, used to refer to members of non-white communities in the UK) into Britain's boardrooms? The aim could be for one in five directors of FTSE 100 companies to be from a BAME background. Lord Davies' review into women in the boardroom, which began in 2011 and has had some success in increasing the numbers of women in senior business roles. But is this a good thing and do we need quotas?
A lot of companies struggle with two apparently unrelated problems: disengaged younger workers and a weak response to changing market conditions. A few companies have tackled both problems at the same time by creating a “shadow board” — a group of non-executive employees that works with senior executives on strategic initiatives.