• Implementing agile performance management: Employee views of the early days, IBM

    The IBM Smarter Workforce Institute researched an organisation that recently implemented a new agile performance management program in one of its business units. The findings, focusing on the early days of adoption, provide evidence-based guidance for organisations considering a move away from traditional performance management programs and looking for a more agile approach.

    Read More
  • Decoding Motivation, Education First

    Does your organization fully understand what motivates an individual to learn? Discover the multifarious factors that influence motivation and how these differ by country in this global research report by EF Education First.

    Read More
  • The Digital Nervous System, Duke

    Tony O’Driscoll, Duke CE Regional Marketing Director in Asia, investigates the promise and peril that big data presents for leaders seeking to create, deliver and capture value in a world where change is accelerating and competition is intensifying.

    Read More
  • The Language of Innovation – An Economist Intelligence Unit report, Education First

    Global firms are staking their futures on their ability to innovate, but a new study finds they face big barriers to this in the form of skills shortages and corporate cultures punctuated by a fear of sharing ideas. The study, entitled ‘The innovative company: How multinationals unleash their creative potential’, compiled by the EIU and sponsored by EF, looks at how companies can create a culture of innovation.

    Read More
  • Discovery-Based Leadership Development, Duke CE

    Duke CE Educator Sudhanshu Palsule and co-author Frank Guglielmo's research found that authenticity, passion and purpose trumped most other leadership capabilities.

    Read More
  • The Neuroscience of Leadership Development: preparing through experience, Ashridge

    This research, conducted in association with the University of Reading, explores the body’s physiological and neurological responses to experiential learning with the aim of understanding why such methods are so effective in preparing leaders for the challenges of leadership.

    Read More
  • The Winner’s Tornado, IMD

    In April 2015, more than 50 executives attended an IMD Discovery Event that explored what organisations can do to become and remain customer-led. The participants – senior managers from a variety of companies and industries – applied theoretical tools and principles to their personal business challenges and co-created new insights during this lively event.

    Read More
  • How do I recognise thee? Let me count the ways: Research insights into the impact of multi-channel recognition, IBM

    Recognition is widely accepted as an essential component of motivation. In this paper, the IBM Smarter Workforce Institute (SWI) explores the role of recognition in employee engagement and retention, and how the use of multiple communication channels could enhance the power of recognition.

    Read More
  • Global Leadership Forecast 2014|2015 – Multinational companies, DDI

    This research highlights findings on leadership challenges in multinational companies and offers practical recommendations.

    Read More
  • Feeling the pressure: The neuroscience of learning to lead, Ashridge

    Lee Waller, Megan Reitz, Eve Poole and Angela Muir present the findings which reveal that experiential learning, or simulated experiences, effectively mimic the stress of leadership and better prepare managers for similar situations at work.

    Read More