Management

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Signalling your bottom line reduces your counterparty’s ambitions.

Negotiators Should Decrease Concessions Across Rounds

Zero-sum negotiations, such as bargaining over the price of a product, are ubiquitous

"Could the satisfaction and productivity of her staff be the result of social capital that had been built up through countless water-cooler conversations, face-to-face meetings and social engagements before the onset of Covid-19?".

Post-Pandemic, Firms Need Chief Social Connectivity Officers

By: EBR | Wednesday, November 17, 2021

In this new hybrid working environment, people shouldn’t go to the office to stare at their computer, but to connect

Cyber-attacks are on the rise around the world, with healthcare and utilities the most targeted sectors.

3 principles to help build a cyber resilient organization

By: EBR | Tuesday, November 9, 2021

A large number of government and private sector organizations including some of the most sophisticated companies in the world, have fallen victims to cyber-attacks in recent years

Productivity management software and other kinds of surveillance to track employees while they work from home isn’t anything new, but the emphasis these now play is becoming apparent for both employer and employee.

Human commitment and people focusing instead of productivity

By: EBR | Monday, October 18, 2021

The global pandemic challenge has thrown up lots of issues surrounding the future of the workplace as millions of us ‘get’ – we don’t exactly have a lot of choice – to work from home

Interactions between the chief executive and other members of the top management team appear to follow distinct scripts. Managers who take note can boost their standing or stay out of harm’s way.

The Politics of Influence in Top Management Team Meetings

By: EBR | Friday, October 15, 2021

Top management teams (TMT) have been studied since at least the 1980s for insights into how chief executives and their deputies make the strategic decisions that can make or break organisations

"Even when they are wrong, those who think different add value to an organisation."

What to Do With Contrarians?

By: EBR | Tuesday, October 5, 2021

"You’re sitting in a meeting, and you and your colleagues are energetically discussing how to handle an important issue or challenge. Ideas and suggestions are bouncing around so fast that the designated note-taker can barely keep up..."

The COVID-19 pandemic has changed people’s values and attitudes towards institutions in general, and towards employers in particular.

5 ways the COVID-19 pandemic is changing the role of leaders

By: EBR | Monday, October 4, 2021

The COVID-19 pandemic has blurred the division between our work and family lives, and shifted what we value

Although ESG-oriented investments are becoming increasingly common, their benefits are often only realised during certain time periods. So, when do these investments deliver economic payoffs?

Trust, Social Capital and the Bond Market Benefits of ESG

By: EBR | Tuesday, September 28, 2021

Instead of perceiving ESG-oriented investments as merely a sign of “doing good”, perhaps we should accept them as an indicator of corporate social capital that engenders trust

Leaders need to hold a “working from home” relaunch to help their teams learn to reorient, writes Harvard Business School professor Tsedal Neeley.

Leadership: 4 ways to make remote working work better

By: EBR | Wednesday, September 22, 2021

Covid-19 has made virtual work the new normal

Navigating unprecedented levels of uncertainty takes a careful combination of technology and talent.

The Essence of Agility and Resilience After Covid

By: EBR | Monday, August 23, 2021

One burning question dominates our recent conversations with executives: What’s next? Their challenges differ

The social pressures you think are holding you back are most likely your own projection.

To Find Your Dream Career, Show Your Unconscious Who’s Boss

By: EBR | Tuesday, August 3, 2021

In a 2010 Deloitte survey, 80 percent of workers reported unhappiness in their jobs. In another survey, 52 percent said they would start over if they could

"While much has been written about innovation and business models, we don’t have a playbook for what lies upstream of innovation: imagination."

6 stages for fostering and harnessing imagination in companies

By: EBR | Monday, August 2, 2021

Companies have a remarkable propensity for turning ideas into valuable, pervasive new realities

Asking great questions is perhaps the most underappreciated skill of great data-driven leaders.

Are You Asking the Right Questions of Your Data Team?

By: EBR | Thursday, July 22, 2021

People often associate the term “data literacy” with mastering a litany of technical skills: SQL for data querying, Python for data analysis and Tableau for data visualisation, to name a few

"Any sort of collaboration entails a trade-off between our status, the status of the partners we have in mind, and the status of the other people interested in partnering with them."

How Entrepreneurs Solve the Big Fish vs. Big Pond Dilemma

By: EBR | Tuesday, July 20, 2021

Collaboration with a partner is not strictly a two-way affair; instead, prospective partners take the entire competitive landscape into account when forming ties

"A culture of giving can be encouraged by assessing and incentivizing this type of behaviour."

4 ways to create productive and committed teams

By: EBR | Monday, July 19, 2021

Employees who tend to be givers are a boon to any organization, boosting performance on nearly every measurable metric

"There is one certainty in a VUCA world: The solution that works today may not work tomorrow."

Three Dimensions of Leadership Agility

By: EBR | Wednesday, July 14, 2021

The concept of a VUCA world – one characterised by volatility, uncertainty, complexity and ambiguity – used to be just that, an abstract concept

An important CEO attribute that shapes firm strategies such as mergers and acquisitions is uncovered.

CEOs Who Play to Type Win the Market

By: EBR | Tuesday, July 13, 2021

When the going gets tough, the tough goes shopping for M&A targets. This year looks set to be a record year for mergers and acquisitions, with US$2.4 trillion of deals signed by the end of May, the highest year-to-date total since 1980

"There are times when the benefits of shared leadership can outweigh its risks. A leadership dyad can enable two people to lead in a unique, constructive way and, in doing so, surpass what could be accomplished individually."

Ground Rules for Co-Leadership

By: EBR | Wednesday, June 30, 2021

The co-CEO model can actually work. Here’s how

"Four questions to help you rethink industry logic and existing practices to prepare for a powerful comeback."

A Blue Ocean Compass for Your Post-Covid Strategy

By: EBR | Tuesday, June 22, 2021

The impact of the Covid-19 pandemic has been significant on business and the economy

The role of network centrality in timing buybacks.

When Do Managers Have an Information Advantage Over Analysts?

By: EBR | Wednesday, June 2, 2021

Some industries are connected in myriad ways to other industries, and financial analysts manage to turn those connections into breadcrumbs to follow along information trails

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The Glasgow COP26 Summit

By: N. Peter Kramer

Is there anyone surprised that COP26 failed to solve the climate problem?

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03/2021 2021

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Digital Europe: MEPs call for quick introduction of EU social security pass

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How social ’intrapreneurs’ can help businesses achieve ESG targets

An ’intrapreneur’ is someone who behaves like an entrepreneur, while working within a large organisation