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"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

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?

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EU Actually

Another Covid-19 effect: more old cars, less public transport

By: N. Peter Kramer

Internet searches for older cars has spiked since the summer. A for Reuters conducted analysis of car registration data in, among others, France, Germany, Italy and Spain shows a significant shift toward older, used cars

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03/2020 2020

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Business

The New Business Models (and Jobs) in Blockchain

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