We know that innovation often arises from an odd or unexpected coming together of people with disparate skills, different attitudes, different knowledge sets and perhaps different attitudes. There are even innovation approaches and techniques that aim to simulate (or stimulate) these 'comings together' amongst individuals. Yet over the last few years we have allowed workers to
I was reading some research recently which suggested that managers and employees have quite different assessments of how much time might be saved by the introduction of AI to an organisation, with managers expecting significantly larger productivity gains. This may not be surprising but it is important. It means that employees are more wary about AI
Do you spend a lot of trime reading- and writing - emails? Are you an avid user of Slack or What's App? Many people do / are. Well, perhaps you need to rethink your approach to communications. Why not talk to people. Generally, face-to-face, or at least synchronous, communication is better for complex and important matters. It
Now is the time to reflect on the last year. What went well? What went badly? What have you learned? What should you have learned? What new skills have you developed? If you are not happy with your answers, you need to try harder in 2026. You have to do better. You can't expect others to
It is often said- probably because it is true - that small businesses are the bedrock of a healthy economy. Business leaders know this; even leaders of large businesses, for their businesses were small once. One assumes that political leaders also know this - for they are reminded of it regularly when discussing growth strategies. Yet politicians
I've been using AI systems for a while now. I mainly use Chat GPT but I have tried a few others to see how they compare. My executive summary is that particular systems may be better at specific tasks but ChatGPT is the best all-rounder. However, these systems are not perfect. I have had problems with ChatGPT failing
There has been a tendency since forever for companies to hire new people that are like the existing people. This results partly from both conscious and unconscious bias but also from a 'reasoned' argument that like people will get on better so the new staff will not disrupt existing relationships snd cultures. This is still taking
During the pandemic many people changed jobs - though some people also lost jobs. Quite a lot of the changes invalid a switch to a different ,location and/ or to a different industry as people sought out jobs they thought might be secure until at least after the pandemic. The situation has been rather like that
In the UK (snd many other Western countries) companies find it difficult to plan further ahead than their next 3 month reporting period. If their reported performance drops, so does their share price - end their value. This makes long-term planning difficult for CEOs and Boards of Directors. This results in what is termed 'short-termism' Now things
This is a statement you will often see in the UK press (and those in other countries will see similar statements with their country replacing the UK.) IBu is it true? Well, firstly the statement is normally made because someone has read the latest official productivity statistics. This shows that in the aggregate, output per worker