Aligning Individual and Organisational Values - INSEAD Knowledge
Oct 26, 2021 · These tensions between individual and organisational values have been clearly identified in management research. For example, close alignment between individuals’ values and those of their organisations leads to a number of positive organisational outcomes including a reduction in staff turnover. The literature also indicates that reflecting ...
The Strategic Decisions That Caused Nokia’s Failure
Nov 23, 2017 · Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganisation into a matrix structure.
The Biggest Barriers Women Face on the Path to Senior Leadership
Dec 6, 2023 · Despite women comprising nearly half of the global workforce, only around 32 percent occupy senior leadership roles (director, vice-president or C-suite), according to the Global Gender Gap Report 2023 from the World Economic Forum. Leveraging LinkedIn data from 163 countries, the report reveals that in C-suite positions, …
Four Elements of Successful Stakeholder Communication
Aug 26, 2022 · We identified 6,068 instances of media-reported interactions that include three elements in sequence: a stakeholder's initial engagement with the firm (voicing an opinion or undertaking an action), the firm's response and the stakeholder's subsequent reaction. We examined the impact of the timing, valence, richness and topicality of a firm's ...
11 Leadership Lessons from Alexander the Great - INSEAD …
Nov 18, 2014 · 3. Create a well-rounded executive team. Alexander also knew how to build a committed team around him and operated in a way that allowed his commanders to build on each other’s’ strengths. 4. Walk the talk. Alexander set the example of excellence with his leadership style; he led his troops quite literally from the front.
A Framework for Driving Digital Transformation
Nov 25, 2016 · A Framework for Driving Digital Transformation. David Dubois , INSEAD. 25 Nov 2016. Leading an organisation’s digital transformation requires simultaneously tackling three questions. With digital disruption no longer a question of “if” but “when”, CEOs are increasingly focused on transforming their organisations to reap the benefits ...
The Truth About Gender Stereotypes | INSEAD Knowledge
Mar 21, 2018 · Celebrating ambitious and assertive behaviour from women can chip away at the most pernicious gender stereotypes. Additionally, we can consider whether our ideas about what makes a successful leader should be expanded to include both communal and agentic traits. Clarissa Cortland is a Post-Doctoral Research Fellow at INSEAD.
Six Global Trends in Business and Society | INSEAD Knowledge
Feb 3, 2022 · We are particularly attuned to six global trends impacting business and society. These trends, which present both serious risks and impactful opportunities for business, hold implications for our school’s activities in 2022. Here, we offer key insights from leaders and organisations closest to the issues. Climate is the top priority.
INSEAD Explains Sustainability: Circular Economy
Oct 8, 2024 · INSEAD Explains Sustainability: Circular Economy. This episode highlights where circularity can begin and how it can end – when not done right. Sustainability is a business imperative, says Atalay Atasu, the Bianca and James Pitt Chair in Environmental Sustainability. It is an unavoidable disruption that businesses have to face due to ...
Xiaomi’s Road to Internet-of-Things Dominance - INSEAD …
Jul 21, 2021 · By 2017, it had achieved global recognition as a leading smartphone manufacturer and reached US$15 billion in revenue. Today, Xiaomi is the world’s largest Internet-of-Things (IoT) firm and by the end of 2020 had revenues exceeding US$37 billion. How did Xiaomi manage to achieve such extraordinary growth?