Created: 12 September 2007 | Watched by: 12 people | Comments: 0 comments

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=254&articleID=75723EBE-B56F-8935-5E0DE8D46DE8C71C

  Recently three high-powered executives defected from supermarket chain Tesco. It was the latest and most pronounced instance of the ferocious battle for brainpower sweeping through the boardroom. Across ... the globe companies of all sizes are having to face the fact that in tough times survival and success depend on attracting, developing and retaining key staff. Companies, like countries, are realising that their future prosperity depends not only on natural resources or even on financial capital, but as Fortune Magazine noted recently, on human capital. “We’ve lost some good people,” Tesco said when three of the company’s senior people left, “but we’ve also recruited some good people. That’s what happens in companies of our size.” Where organisations have a strong team at the helm it can limit scope for others to move up and head hunters are quick to prowl for younger talent just below main board level with a good chance of a senior job with another concern. The battle starts at the top   [More...] [Less...]

  First added: 14 March 2008, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, project management

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=172&articleID=FDFDCAE2-E455-4A70-B6932ED85B969F4D

  Engineers of the world – thank you! For over 100 years you have provided millions of leaders and management consultants with a highly structured methodolgy. Engineering is a formal discipline, and it is ... scientifically designed – and that’s how we have always looked at organisations. Engineering provides us with the clever, hard-edged kudos that psychology, sociology, philosophy and all other soft humanities have failed to provide us with. But I think it’s fair to say that the speed at which we have adopted this way of thinking without understanding the science behind it (and quite frankly without caring much for it) means that, while you’ve certainly helped us, we, on the other hand, have undeniably failed you. Management thinking to date has been directed at the wrong problem. Leadership literature’s focus on formal authority and organisational structures has been at the expense of what I call the ‘real organisation’ – the powerful network of informal relationships which doesn’t appea   [More...] [Less...]

  First added: 9 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leader, management, leadership