You come back from holiday to find your chief executive has given up power to a central constitution. Your team has been disbanded and your title scrapped. You are now all partners, each with an agreed role and a duty to support others whose work overlaps yours. Instead of allowing tension to fester internally, you will raise problems openly at regular meetings that promote positive action.
Every year, at services of lessons and carols, or in renditions of Handel’s Messiah , I hear a version of this sonorous Old Testament passage: “For to us a child is born, to us a son is given; and the government will be upon his shoulder, and his name will be called ‘Wonderful Counsellor, Mighty God, Everlasting Father, Prince of Peace’.”
GM's off – and Barra's driving (Bill Pugliano/Getty Images)
Of two immediately obvious facts about Mary Barra, chief executive elect at General Motors, the more interesting is not that she is a woman but that she is a company “lifer”.
To my mind, GM looks as though it is signalling that it has turned the corner following the trauma of government bailout, just as Citigroup did when it appointed career insider Michael Corbat as chief executive last year. Read more
Before long, “everything that computes will connect, and everything that connects will compute”, Abhi Ingle, who spearheads innovation at AT&T, told last week’s FT Innovate America conference in Silicon Valley.
Call me naive, but somehow I expected more from the double-glazing salesman I recently invited into my home. I knew about confusing pitches, pressure tactics, cowboy installers and fly-by-night manufacturers. You do not have to do much research to appreciate that sellers of double glazing are in the hard-sell hall of fame, alongside used-car vendors and estate agents.
It is always irritating to be stereotyped, but it must be particularly galling for cash-strapped, educated members of “Generation Y” to be told by demographers, marketers and futurologists that they have to get out and shake up management and the world of work.
Not much unites Franz-Joseph I of Austria-Hungary and a flock of starlings. But when Don Tapscott, the business thinker, used film of murmurations of flocking starlings to conclude a presentation about managing complexity in Vienna last week, the mesmerising images unfolded alongside the forbidding presence of the old emperor, staring down from a gilt-framed portrait.
Who knew management gurus could be so noisy – or so emotional? Gather business academics together in one place and they are more likely to exchange views on core competences or quietly debate the legacy of Peter Drucker. Put them in a banqueting hall and offer them the chance to win an award, though, and they go as mad as a group of middle managers at the Regional Salesperson of the Year gala luncheon. Read more