Management

Edition: International | Greek

FOLLOW EBR MAGAZINE ON:

Home » Management

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

In addition to the common mind, sense of humor is an important asset. A smile brings people closer. It’s the music of life. A smile is a strong, convincing and constructive power.

Ways to read and win over people

By: Athanase Papandropoulos | Thursday, April 23, 2020

Plato said that in order to reach high, you must learn how to win the favor of others

Current cyber insurance has its origins in errors and omissions insurance. In the late 1990s, errors and omissions insurance has begun to be offered, related with the emerging and ever-changing IT market.

Insurance as a Cyber-Risk Management Tool

By: EBR | Monday, April 13, 2020

The necessity to use specialized insurance coverage for cyber risks

"If companies are to survive the coronavirus, corporate boards need to exercise collaborative, proactive leadership."

The Role of the Board in Times of Distress

By: EBR | Thursday, April 9, 2020

The COVID-19 pandemic is wreaking havoc on humanity at an unprecedented scale. Businesses must constantly adapt to the fast-evolving situation and plan accordingly

“These three things together, disruption of routines, disruption of the shape of the job and a disruption in terms of ‘will I have a job’ or ‘what will that look like’ is causing an enormous amount of unease in organisations.”

How True Leaders Communicate in a Crisis

By: EBR | Wednesday, April 8, 2020

With nearly a fifth of the globe’s population on lockdown, many of us have replaced our morning routine of getting ready for the day and then taking public transportation or the car to the office with rolling out of bed and onto the sofa to start work

Crisis is conquered through a positive combination of talents and competencies

By: EBR | Friday, April 3, 2020

In recent days, it’s become commonplace to call COVID-19 an “unprecedented crisis”

The pre-entry experience of the top management team tends to affect its initial strategic choices. This experience also tends to affect the ability to access complimentary assets, other resources (including the acquisition of talent) required to succeed in the industry. It tends to affect the evolution of the team itself and the eventual survival of the firm.

TMT: The Unit for Success

By: EBR | Friday, March 20, 2020

How the right mix of experience and innovation generates a great start-up top management team

Julia Harrison, the Global Head of Public Affairs Practice at FTI Consulting, said “the biggest AI danger to women is human… with so few women in technology and in the front-end design of algorithms, we risk perpetuating the gender and other biases that already exist as machines learn from existing circumstance and then in self (machine to machine) learning.”

Group Says 72% Gender Gap In Artificial Intelligence Industry Could Worsen Historic Gender Bias

By: EBR | Wednesday, March 18, 2020

A global women’s network says the biggest danger to women regarding the development of Artificial Intelligence (AI) is the years ahead is the fact that women represent only about 22 percent of all AI professionals worldwide

81% of organizations report that improving D&I is high on their agenda, yet only 64% track gender representation.

3 leaders on creating a pipeline for female talent in business

By: EBR | Monday, March 16, 2020

History is peppered with great female leaders. Just think of Boudicca or Christine Lagarde, Rosa Parks or Ruth Bader Ginsberg. Their legacies live in everything from monetary policy to civil rights

Inquisitive leaders receive something even better than a good answer: a bump in credibility.

When in Doubt, Leaders Should Ask Questions

By: EBR | Tuesday, March 10, 2020

The mainstream language of leadership is geared toward deciding and affirming rather than questioning. Yet my recent research finds that – contrary to popular belief – leaders who routinely ask questions become more credible in their roles

Since 2015 the number of women in senior leadership has grown, particularly in the C-suite where the representation of women has increased from 17% to 21%.

More women in leadership shouldn’t matter – but it really does

By: EBR | Wednesday, March 4, 2020

In an ideal world, it shouldn’t matter whether there’s a woman running the IMF, Microsoft or the Democratic Party. Does an SME owner or tech start-up care that it’s a woman who makes finance more accessible?

If you want people to join your company, to bring their best selves to work and stay with you, you need to treat them with understanding, appreciation, tolerance and protection for their welfare, the same way that you should treat the environment.

Challenging Assumptions About Flexible Work

By: EBR | Monday, February 24, 2020

How a CEO built better work-life balance in the gruelling property industry

Entrepreneurs and change managers may ultimately be selling a dream, but that’s not what stakeholders are buying.

How Leaders Should Navigate Long-Term Uncertainty

By: EBR | Friday, February 14, 2020

Imagine having to sell a totally new, game-changing product with no samples, no prototype, not even a realistic rendering. The only thing certain about it? A hefty price tag. Now imagine you have to sell this product not just once, but repeatedly, to the same people, over a period of years

“It was a new role that was created within the company. And it was created because the COO wanted to better understand what was going on with the digital space at our company and within our industry. He knew that things were going on, but there was no oversight. There was no direction. There was no strategy within the company to deal with digital.”

The five stages of the Chief Digital Officer – and why they often fail

By: EBR | Friday, February 14, 2020

The trendiest C-suite role for the past few years has almost certainly been the Chief Digital Officer, or the CDO

Studies show that the entrepreneurial team may impact a start-up’s long-term success more than its product.

Start-ups: The Founding Team Is a Real Magic Bullet

By: EBR | Tuesday, January 14, 2020

When we consider great teams, the ties that bind them together are generally a blend of unique skills and shared experiences

Pages: Previous Next

EU Actually

EU – China Summit : Merkel – Von der Leyen – Michel vs Xi

By: N. Peter Kramer

September 14. While the initial summit lost its official in-person character due to the COVID-19 pandemic, the 3 EU leaders and the Chinese leader attended a virtual meeting via videoconference

Magazine

Current Issue

01/2020 2020

• View past issues
• Subscribe
• Advertise
• Digital edition

Europe

SURE: financial support to help protect jobs and workers affected by the pandemic

The Commission welcomes the activation of the SURE instrument, which will provide up to €100 billion in financial support to help protect jobs and workers affected by the coronavirus pandemic.

Business

3 questions for leaders using tech to make the world a better place

We’re currently tackling the biggest global public health crisis in a century. We will need to act decisively and rapidly if we are to address this crisis head on and rebuild and reconfigure our economies and societies for a prosperous, inclusive and sustainable future