Articles

If the pandemic has taught us one thing, it is how quickly and unpredictably our lives can change. How do we prepare for the future when uncertainty is the only certainty? This thought piece draws on principles from complexity science to explore the connections between the past and the future in the here and now.

Are boards well equipped to deal with changing operational, strategic, technological, financial and ESG issues? How will this new reality influence board priorities and do board directors have the skills to tackle these challenges? Read the Board Transformation 2021 report to learn more.

Working from home has become part and parcel of life during the pandemic, but will the homeworking trend continue? Dr Miriam Marra discusses the future world of work in part two of two in her series on technology and hybrid working.

Nuclear power is key to ensuring a sustainable way of living for future generations and must not be dismissed by leaders, argues Professor Brian Scott-Quinn.

It’s a busy world out there! But is all this 'busyness' really necessary? Or are we being swept away in an unproductive (but strangely satisfying!) rush of activity and stress? Could we be more effective in the way we manage our time, energy and focus and actually accomplish more, as Leonardo da Vinci suggested, by working less?

In our latest European Perspectives Professor Andrew Kakabadse discusses the need for stewardship to become more embedded in the governance of Europe.

A study of board leadership has highlighted a number of issues that should be of interest to all business leaders, senior managers and board members.

Narendra Laljani was a very good teacher. He taught strategic analysis to executives for many years. But at the back of his mind lay a nagging doubt: was he teaching the real ingredients of strategic success?

Henley Business School published new research into racial equity in UK businesses. Our aim was to understand the reasons racial inequity still exists in workplaces, and the barriers and challenges to overcoming it.

In the last 20 years, we have worked hard to design leadership learning that delivers both intellectual and emotional impact. For a while, this has all worked very well but then we started to become aware of the impact of the digital society on leadership populations around the world plus the pandemic hit. This development has given us the permission to challenge the sacred cows of learning and to experiment with new ways of doing things to work out how we build communities of leaders virtually.

In our latest European Perspectives Dr Stefan Schepers discusses taxonomies and the key challenges facing governments and institutions with ambitious climate targets.

Much is written about being a good leader. But there is no one right way of leading and authenticity is crucial to being a good leader. One of the best ways to become a good leader is to develop into the kind of leader that suits your interests, values, circumstances and personality.