Select your office

Leading for Safety

Developing culture to break through the safety performance plateau

Businesses everywhere are seeing their safety performance plateauing. Busy agendas and behavioral drivers frequently mean that energies for further safety improvement initiatives are diverted elsewhere. Beyond the moral and legal imperative to protect life and limb, safety is a robust metric for...

Agile safety – how to transform safety assurance

Many companies are moving towards agile concepts as a way to improve efficiency, effectiveness and responsiveness to change. However, this can present difficulties in safety and risk-related areas. In this article the authors discuss developments in the way agile concepts are being used in...

Overcoming the real barriers to entry into adjacent markets

Moving into adjacent markets is a common step among companies that have grown as much as they can in their home markets and wish to sustain high growth rates. However, many companies underestimate the difficulties involved, and the historical record is littered with cases of otherwise successful...

How business leaders can care about the world - profitably

In today’s world the question of third party interests is of increasing importance as companies leave their footprint around the globe in different societies. How and to what degree should executives allow for these externalities? This article explores how companies can address the issue of third-...

Creating Strategic Value byBalancing Risk and Opportunities

No risk - no reward? The old mantra of business seems to have lost its meaning: cut-throat competition, ever-emerging markets and a general loss of trust in economic stability has led many corporations to tread overly carefully. But help is on the way. In the last couple of years, risk management...

The Challenges of Profound Change

In 1988, the Harvard Business Review carried an article called "Planning as Learning," by Arie de Geus, coordinator of group planning at Royal Dutch/Shell. Though he was not well known outside of Shell, his article resonated with a great many people–particularly this line: "We understand that the...

Half of Your R&D Is Wasted - But Which Half and on What?

When the reengineering wave of the 1990s hit R&D operations, Chief Technology Officers (CTOs) jumped to justify their companies' R&D spending levels, striving for functional efficiency, process effectiveness, and value for money invested. Companies began streamlining processes, sending...