by Graeme Codrington | Aug 1, 2011 | Archive, Clients Feedback and Media, Future Trends, Organisational Development
The use of interim managers has been growing throughout the recession. The reasons for this are from both the supply and demand side. Companies realise that in an increasingly complex world in which they operate they need specialist, experienced and versatile leaders....
by TomorrowToday Global | May 30, 2011 | Archive, Future Trends, Leadership, Organisational Development
The New World of Work. You can’t go a week reading this Blog without reading the phrase once, twice and even thirty seven times. It’s what we do at TomorrowToday. It’s what we’re about. We eat, read, sleep and do our best to capture and...
by TomorrowToday Global | May 5, 2011 | Archive, Organisational Development
I came across the following video clip from TED.com – it’s a guy by the name of Simon Sinek who speaks on How great leaders inspire action. It’s a great video clip that’s worth the 19 minutes of time if you have it. Not only does it speak to leadership, but one can...
by Graeme Codrington | Apr 8, 2011 | Archive, Organisational Development
Every now and again a company does something that is so incomprehensible, so mystifying, that it blows my mind. I have had two such experiences in the last week, and have to tell someone about it – if for no other reason than just to get you thinking about ways...
by Keith Coats | Mar 29, 2011 | Archive, Future Trends, Leadership, Organisational Development
I have always enjoyed the often subtle and inherent humour embedded in an oxymoron, a term which could be described as two contradictory words that find themselves as unlikely bedfellows. Several immediately come to mind: plastic glasses, jumbo shrimp, airline food,...
by Keith Coats | Mar 22, 2011 | Archive, Leadership, Organisational Development
A lot is written and said about innovation. Leaders are exhorted to innovate at all costs and there is no shortage of hired help when it comes to the theory, formation and implementation of innovative procedures. But there is an inherent problem. The context in which...
