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"It’s not the individual directors – it’s the competing coalitions they form that determine what boards will do."

Power, Politics and Crisis Response on the Board

When crisis kicks in, we tend to rely on instinct. Familiar solutions and well-honed responses will occur most naturally to us – regardless of their relevance to the problem at hand

The coronavirus crisis facilitates the rise of autocratic and narcissistic leaders just when we least need them.

Why the World Needs Self-Reflective Leaders

By: EBR | Wednesday, July 29, 2020

When asked what the post-Covid world might look like, French author Michel Houellebecq said, “The same – only worse”

A new survey provides a snapshot of corporate boards’ resilience to challenges and risks posed by the pandemic.

How Boards Are Coping With Covid-19

By: EBR | Tuesday, July 28, 2020

A crucial role of any board is risk management

We distil top executives’ experience for the ideas that work.

Three CEO Strategies to Guide Companies Through Crises

By: EBR | Thursday, July 23, 2020

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader,” said John Quincy Adams, the sixth President of the United States

"Against the backdrop of a pandemic that has changed the course of daily life and exacerbated inequalities, we are witnessing people and businesses embrace the unexpected in creative ways."

6 ways businesses can turn COVID-19 uncertainty to their advantage

By: EBR | Wednesday, July 15, 2020

COVID-19 and the related economic turmoil has put a strain on businesses around the world and poses an existential threat for many enterprises

"Curiosity and reciprocity, plus some ingenuity, will help you build relationships in the age of Zoom."

Networking in the New Reality

By: EBR | Friday, July 10, 2020

To many people, networking feels a bit like squeezing into trousers one size too small. But networking is essential if you wish to amass the social capital indispensable to a successful career

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“For there is nothing either good or bad, but thinking makes it so.” - Shakespeare.

How Resilient Leaders Think

By: EBR | Thursday, July 9, 2020

Can you encounter adverse circumstances and emerge stronger from them?

It’s not only what leaders do in the spotlight that counts. Great leaders also know how to manage the organisational machinery behind the scenes.

The Two Faces of Leadership

By: EBR | Thursday, July 9, 2020

Leadership has two faces: one highly visible, one less so

"In many respects, the shock of the crisis has been no different for these five self-managed organisations. It has had an immediate and significant impact on each of them, largely negative: declining orders and client interactions, as well as more pressure from markets."

In the Current Crisis, Less Hierarchical Companies Show Special Resilience

By: EBR | Friday, July 3, 2020

How can more traditional organisations leverage the cultural and behavioural aspects of self-management imposed by the Covid-19 crisis?

The pandemic has made us realise that patience is one of the more difficult challenges of being human. In more ways than one, the coronavirus has dramatically transformed our lives – and not necessarily for the better.

How Leaders Can Cultivate Patience in an Impatient World

By: EBR | Wednesday, July 1, 2020

Nine ways to develop this important “muscle” and reap its mental health benefits

"As we move through the pandemic and begin to think about recovery, business leaders can place a pretty secure bet on the fact that the expectation for strong and well-thought-out environmental strategies will be even stronger than it was before."

Environmental leadership will be more in demand than ever after COVID-19

By: EBR | Tuesday, June 16, 2020

In just a few short months, COVID-19 has reshaped the world. While we don’t know how long the pandemic will affect our day-to-day lives, we can already see the impact it is having in so many areas

"Now is the time for firms to invest in digital transformation."

How Covid-19 Raises the Digital Stakes Even Higher

By: EBR | Tuesday, June 16, 2020

When Covid-19 started to threaten global health services, nations began locking down and managed to get work, local government and education online very quickly – within two weeks or so

In these difficult times, top management needs to provide employees with a sense of meaning. Part of this process involves reminding them of the bigger picture – what is it that the company is trying to achieve. Through their actions, senior executives should demonstrate that they care, and we are all in this together.

Seven Ways Leaders Can Prepare for Post-Pandemic Times

By: EBR | Wednesday, June 10, 2020

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of light, it was the season of darkness, it was the spring of hope, it was the winter of despair”

The assumption that others are similar to us could undermine idea generation.

You May Be More Original Than You Think

By: EBR | Thursday, June 4, 2020

If you have ever done solo ideation – as has anyone from a start-up entrepreneur to a freelancer – you will know that it is a repeated process of generating and pruning ideas

An “emotional triaging” technique can help managers identify early warning signs of COVID-19 burn-out and take appropriate actions.

How to Spot When an Employee Is Secretly Struggling

By: EBR | Tuesday, June 2, 2020

The COVID-19 world is marked by a high degree of uncertainty and existential fear, a dearth of social interaction, the convergence of professional and personal space, a lack of physical activity and an obsessive focus on hygiene and social distancing

Businesses have to adapt quickly to complex social and economic contexts in a rapidly changing environment. Good management is key to do so, and according to this study, conducted in Germany, the previous economic downturn in 2008 had shown that the involvement of workers in strategic decision-making can make a big difference.

Worker participation in management can be stabilising factor, expert argues

By: EBR | Tuesday, June 2, 2020

Worker participation in the management can be a stabilisation factor in times of crisis, according to a recent study conducted by the Institute for Codetermination and Corporate Governance

Despite the inadequacies of the data, it is worth examining the reasons for the large variance in outcomes across different types of governments, using statistics on confirmed cases and deaths per million population.

What COVID-19 Data Can – and Can’t – Tell Us About Leadership

By: EBR | Tuesday, May 26, 2020

By now you will have seen, perhaps on a daily basis, statistics and charts tracing the state of the COVID-19 outbreak. Confirmed cases, recovered cases, active cases, deaths, the infection curve… the list goes on

Encouraging dynamic capabilities in your organisation or team can help your business find its feet, even in perilous times.

Is Your Crisis Response Defensive or Proactive?

By: EBR | Thursday, May 14, 2020

What is it that sets some organisations, some teams, apart from others in times of uncertainty? Certain companies move quickly – not always in the right direction – and others have the ability to adapt in a productive way

A recovery of the scale and scope ahead of us hasn’t been attempted in our lifetimes. It is complicated by having to simultaneously navigate rapidly changing governmental mandates, fragile supply networks, anxious team members and customers concerned about their health security.

COVID-19: How leaders can create a new and better normal

By: EBR | Tuesday, May 12, 2020

Throughout the COVID-19 pandemic, organizations around the globe have demonstrated remarkable agility, changing business models literally overnight: setting up remote-work arrangements

Large companies with manufacturing and distribution expertise equally need to develop new processes to work with smaller entrepreneurial ventures and help them to scale up and deliver innovation.

How an entrepreneurial approach can help end the COVID-19 crisis

By: EBR | Thursday, April 30, 2020

Scientists and entrepreneurs spend their lives anticipating and creating the future. They design techniques and practices to experiment and explore new options, and adapt quickly to evidence, pivoting into new areas when necessary

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EU Actually

Does Vestager overplay her hand again?

N. Peter KramerBy: N. Peter Kramer

The EU General Court overturned the landmark 2016 decision by EU competition commissioner Margrethe Vestager that Ireland should claw back €13 billion in unpaid taxes plus interest from Apple

View 01/2020 2020 Digital edition

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Europe

Eurozone retail sales return to pre-pandemic levels

Eurozone retail sales return to pre-pandemic levels

The volume of retail sales in the euro zone rebounded in June to levels recorded in February before lockdowns, official estimates showed on Wednesday (5 August), completing a recovery that began in May after record drops in March and April

Business

COVID-19 has disrupted cybersecurity, too – here’s how businesses can decrease their risk

COVID-19 has disrupted cybersecurity, too – here’s how businesses can decrease their risk

COVID-19 is changing everything. Along with social distancing, obsessive sanitisation, broken supply chains, fragmented workforces and the rise of video meetings, the pandemic is driving acute systemic changes in consumer and business behavior

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