While we’re all being as prudent as we can in our private lives (wearing masks, queuing responsibly, avoiding groups) many of us are also learning that we can take more risks in business. I don’t mean indulging silly enthusiasms or … Continue reading
Those working in highly regulated sectors are already aware of the risk of litigation if an employee blows the whistle. However, international statistics show that most whistleblowers choose to report misconduct internally before approaching a regulator. So, senior managers’ decisions … Continue reading
The activity we used to call induction is now widely referred to as onboarding. It remains a crucial part of the hiring process, challenging our HR professionals to integrate new employees into the business as quickly as possible. At The … Continue reading
Someone recently amused me with a story about a new CEO taking post. She began with a short handover meeting with her predecessor. Short because all her predecessor did was to give her three sealed envelopes. “Take these” he said, … Continue reading
Last weekend we launched the latest year group in our leadership programme www.amalgamleadership.com. As usual, we asked participants to focus on their life and career journeys so far. We get them to identify moments that have mattered along the way … Continue reading
Last Friday I celebrated with the first Graduating Class of the Amalgam Leadership Programme www.amalgamleadership.com. Throughout their year, this class has pursued four learning themes – leadership, finance, marketing and technological transformation. And the most common theme that has emerged … Continue reading
As I move around our Continent, helping to improve enterprise culture and customer experience, I am becoming increasingly aware of an important trend. It relates to organisational brands, particularly in well-established businesses. I’m discovering that business leaders and senior management … Continue reading
As business develops in Africa, many of us are reconsidering the ways in which organisations should be structured and run. As a rule, enterprises that achieve growth beyond the SME level look to copy historical models from overseas. These models … Continue reading
Modern African company boards include staff retention on their dashboards. Diligent company directors look for underlying trends and often read high employee turnover as a red flag – a sign that not all is well inside the business. But what … Continue reading
The Achilles Heel of any organisational culture is communication. I work inside local, regional and continental businesses – and my diagnostic interventions highlight this time and again. This seems strange when you consider the exponential growth of channels now open … Continue reading
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