What is Organisational Resilience? How does Organisational Resilience create organisations that are more resilient and better able to withstand disruption? Business Continuity and Organisational Resilience as distinct and complementary functions. Preparing organisations and businesses to prepare for, withstand and recover from major disruptive events that impact on service/product delivery.
Category: Theory
Discussions on the theory and academics
What is Business Continuity?
Business Continuity and Organisational Resilience are distinct and complementary functions that seek the same goal: an organisation that is prepared for, able to withstand and recover from major disruptive events. This article explores Business Continuity Management, how it prepares business for disruption and emergencies using the Business Continuity Life-cycle.
The 4-day working week – does it work?
What are the benefits of a 4 day working week for businesses and organisations? Is it as productive as a standard five day week? The arguments for and against 4 day week vs standard 5 day week, reducing stress, increasing productivity and its viability for business and organisational environments. Examples of businesses that have trialled 4 day weeks and evidence.
Why do we need Equalities and Diversity in the workplace?
What are the benefits of equalities and diversity in the workplace? Why do we need it? is there evidence of value to it?
What is Kanban? Using Kanban to manage work in progress and project delivery
What is Kanban? How can I use Kanban Boards to monitor projects and product development and delivery? Kanban is a visual and flexible project and programme/program management tool that can be adapted to support any project and product development system.
Assessing corporate culture in practice #2 – Using Kotter and Schein to assess culture
Using Kotter and Schein to assess culture in a large organisation in practice. How can you assess the corporate culture of an organisation using Shein's Iceberg Theory and Kotter's Cultural Alignment Theory. The second post on assessing organisational culture.
Assessing corporate culture in practice #1 – Kotter’s Culture vs Performance assessment
Using Kotter's Culture vs Performance assessment theory in practice to assess the quality and alignment of culture to strategy in a large organisation. Pugh, Lawrence and Lorsch, and Kotter
Why learning is important to entrepreneurial success
How do we learn from our mistakes to come back stronger? This is especially important for the entrepreneur, who takes risks and faces setbacks. The ones who learn from their mistakes are the ones most likely to succeed.
Reflecting on past events is an essential link between past action and more effective future action. The harder the decisions we make, the more difficult the process of reflecting becomes. We've all encountered people who appear to stumble along, oblivious to the lessons of the past, continuously making the same mistakes, repeating them again and again. This is a good example of those who fail to learn.
Stakeholder theory
Stakeholder management theory. Who are stakeholders? What is the difference between stakeholders and shareholders for businesses and organisations? All organisations need to be concerned about stakeholder relationships, whether private businesses, public sector organisations or third sector charities, stakeholder theory unites all. Milton Friedman, Edward Freeman, Starik, Drucker
Understanding the industry environment
Assessing the strategic industrial environment through Porter's Five Forces. Assessing the attractiveness of markets, industries and the macro-environment Porter's 5 Forces: Competition, Consumers, Suppliers, New Entrants, Potential substitute products. PESTLE: Political, Economic, Social, Technological, Legal and Environmental
mist of management 