|What makes a great leader? What beliefs, attitudes and behaviours are linked to being a top performing and influential leader, especially in these uncertain times? What impact does culture, industry and business context have? And do formal training and education make a difference? This book is for any business manager or executive, or indeed anyone involved in leading a team in their company, who wants to learn the secrets of successful leadership. Based on interviews and analysis (qualitative and quantitative) with some of the world’s best performing leaders, across a mix of industries, cultures and context, the authors present a rigorous evaluation of how leaders behave and how they are driven. In doing so, they reveal the secret code behind consistent and high-level success in leadership and management.|
|In the last century, changes in technology have driven massive developments in the social economy. The Fourth Industrial Revolution demands new approaches to organizational structures and teams. A paradigm shift is emerging, putting engagement, relations, inclusion and freedom at the centre. We need small self-managed teams, in a team-of-teams structure to be relevant to employees and customers, and in order to adapt to a changing world. In his second book, Erik Korsvik Østergaard draws on the workings of Frederic Laloux, and his 2014 title Reiventing Organisations. Laloux discusses the five organizational stages to the modern workforce; the Red, Amber, Orange, Green and Teal stages. And with these writings,Østergaard presents arguments towards how the classical corporate structure at the Orange stage, has experienced a rise in teal dots, or rather, neo-modernist forms of team-oriented organisms, which express a reorganisation for the future workforce.|
Apple, Starbucks, Zara, McDonald’s – these are some of the brands and companies that are at the forefront of today’s global economy. They are embedded in virtually every city and town. But when the global economy goes wrong (as in 2008), it can leave local communities vulnerable in the form of unemployment and bankruptcy.
This forward-looking book argues for the creation of local economies as a means of resisting the seismic changes that globalization often brings, especially in times of crisis. Moreover, research shows that for every £100 spent in a local shop, 45% will remain in the community (compared with only 15% if spent in retail chains such as Tesco or Aldi). As part of the design of the future, Elmark argues for the need to break up the global economy into local economies, so that communities can regain their independence and be less exposed to the tide of globalization.
Author: The New Local Economy