Leadership

Leading in an agile world by Harvey Neve

Over the last few years you can’t have failed to notice a number of factors coming together in a potent mix, creating the opportunity for “digital transformation”:

  • availability of data,
  • the power and availability of technology,
  • mobile and cloud computing,
  • peoples’ raised service expectations,
  • a shift to more agile ways of working.

I’ve observed that this disruption is also driving an absolute requirement for a change in the way leaders lead. Some approaches are simply no longer an option. 

Goal Orientation, Purpose, Opportunity and Presence by Roderic Yapp

You start with end in mind and work backwards to establish the steps that you need to complete that will take you from A to B. It’s something that most of us will have done at some point in our lives. If you want to move house, refit a bathroom or board a plane, you have to work out what you need to do and then the steps required to do it. This is a great example of tactical planning and we do it every day.

But do we apply the same process to our strategic goals?

What's your Through-Line? by David Beckham

Over the last few weeks I have been finessing a lot of presentations; one for a team building session I hosted in London, another for the upcoming BCT Conference in March and various other sessions for internal training. During this process, I have also been reading the excellent book ‘TED Talks’ by Chris Anderson, the current head of the TED organisation. It’s a brilliant read for anybody with an interest in public speaking and has provided me with many insights and creative ideas for revising some of my slide decks and presentations.

How to implement rapid and effective change in a culture that is traditionally consultative to a fault by Chloe Avril

Implementing change in a dictatorship is a change manager’s dream job. Once the decision is made at the very top, the masses are told what to do and the decision holds as an unbreakable edict that no one would dare challenge. It might take a bit of effort to communicate the changes to the people, but all in all, as long as the rules are clearly spelled out, there is no need to convince anyone that the dictator’s decision is the best way forward.

Change managers are experts at knowing 'what'​ needs to change. The 'how'​ comes later by Karen Walker

The most important skill of an expert in managing change, is knowing how to identify what needs to change, for industries and organisations.

Popular thinking about organisational change management really needs to be flipped upside down.

FROM ... it's supporting the implementation of an already defined solution to a problem or opportunity ...

TO .... it's knowing what needs to change.

Andrew Main: “Improving Team Communication Can Reduce Staff Turnover”

Eko: Could you tell us about your background?

Andrew Main: I grew up in an entrepreneurial environment, serving customers and picking up on their behaviours, quickly learning that there was no food on the table without great service. I was fascinated by hospitality, and by high school, I had decided that I’d build a career in this sector.

Why are we still talking about the reporting line of the CISO? By Jean-Christophe Gaillard

The right reporting line is the one that works. Period.

Why are so many organisations and security professionals still worried about the reporting line of the CISO? This is one of the oldest and most consistent debate agitating the security industry, and it looks far from resolved.