Early on, I realized that continuous learning in the workplace is essential to move businesses forward and stay competitive. Yet[ā¦]
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Inspiration from the āFather of Managementā to challenge how we learn every day
Human, all too human
by Stefan Stern
Should you say āthank youā to a robot? This is not a trick question, or a philosophical one. I am interested in the practicalities[ā¦]
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Watch out: The ānew normalā is more
than just āhome officeā and ādigitizationā!
By Wolfgang Lassl
Discussions of the effects of Covid-19 on work, organization and leadership often come down to āhome officeā and ādigitizationā. But do these buzzwords capture the multifaceted reality of organizations and how they function?[ā¦]
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What I learned from Drucker about the Art of Career Reinvention
By Ricardo Vargas
The Covid-19 pandemic continues to be one of the biggest challenges in recent history for management and leadership. In March 2020, at the onset of the outbreak, Microsoft CEO Satya Nadella declared that as a society we had undergone two yearsā worth of digital transformation in two months. Other well-known leaders like Jeff Bezos of Amazon and Ciscoās John Chambers expressed similar sentiments. [ā¦]
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Defining The Human Imperative for Enterprise in The Post-Covid Digital Age by Angelica Sirotin
The Covid-19 pandemic continues to be one of the biggest challenges in recent history for management and leadership. In March 2020, at the onset of the outbreak, Microsoft CEO Satya Nadella declared that as a society we had undergone two yearsā worth of digital transformation in two months. Other well-known leaders like Jeff Bezos of Amazon and Ciscoās John Chambers expressed similar sentiments. [ā¦]
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The Human Imperative ā Extended Abstract ā Invitation to Comment
As exponentially advancing digital technology transforms so much of work and the world, questions inevitably arise about the place of the human being. Some warn[ā¦]
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Who will guide us now? Leadership in times of crisis by Darren Dalcher
People often lament the qualities and capability of their leaders, political, civil, religious or otherwise. Indeed, they are regularly viewed with what has become known as the three Dās of leadershipādoubt, distrust and dissent. Yet, in times of uncertainty, turbulence and crises, we crave the control and order that come with formal leadership structures and willingly submit to their authority. How can we explain the sudden switch?[ā¦]
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