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VI. NEW CHALLENGES FOR SOCIETIES AND DEVELOPMENT ASSISTANCE
The current ICT-centred technological revolution, of which the Internet is but one manifestation, is reshaping not only the sphere of economic organisation but also, and relatedly, the sphere of social relations. The impact is likely to be at least as great in developing countries as in OECD ones.

Other economic organisation Related Articles

SMEs - their future in the world economy
The next decade or two will become known as a period of economic decentralization. This refers to the breakdown of the large corporate organisation for a number of reasons, in such a way as to lead to economic decentralisation. Why should this occur?
VI. NEW CHALLENGES FOR SOCIETIES AND DEVELOPMENT ASSISTANCE
The current ICT-centred technological revolution, of which the Internet is but one manifestation, is reshaping not only the sphere of economic organisation but also, and relatedly, the sphere of social relations. The impact is likely to be at least as great in developing countries as in OECD ones.
Why External Diagonal Career Moves are Rare
An external diagonal career move occurs when someone moves into a more senior or broader role in a different organisation in either the same or a different industry. For example, if a Marketing Manager in an organisation moves to become a General Manager or Chief Operating Officer or CEO in a different organisation, I call this a diagonal move. They are rare. Most of the time people move either vertically or horizontally.
Common Sense Leadership
This article was inspired by a meeting with an ex colleague of mine who has survived several economic downturns, numerous reorganisations and tens of bosses over a 22 year period in a large multinational organisation. I asked him how he did it and he said, to him, it was just common sense! This article outlines his top 8 tips for common sense leadership.
Effective Leadership – the key to staff retention
The current economic climate dictates that it is now an employers market, however what will happen when the economic crisis we currently find ourselves in subsides? Are you confident that your talented employees will remain with your organisation? Or do you believe you need to act now to ensure your talent is retained in the future? Over the next few weeks we will look at strategies for ensuring your key talent are engaged, motivated and ultimately committed to your organisation and its objectives, regardless of how green the grass may appear on the other side. This week we will look at the important role leaders play in talent retention...

Creating an effective sales performance management system
Following on from last week’s article about managing and measuring the right things in sales, I thought it would be worth looking at some of the key principles for effective sales performance management systems. The first place to start is to align your sales performance management system and subsequent key measures to your organisation’s strategy and goals. It’s then the job of the CEO and the Sales Leader to ensure the organisation (that means everyone else who supports the sales effort) is aligned to the sales performance management system. When this dimension is in place the organisation is best placed to sustain high sales performance.
Are You an ‘IN’ or ‘OUT’ Leader?
Leadership is both 'IN' and 'OUT'. A motivational leader not only guides people in the organisation but also take care and inspire the individuals who indirectly influence the growth factor of the organisation from outside.

Return on Investment
How do we measure return on investment for people at any level in any organisation? I think that it comes down to the question of “What value does this person add?” With established operations, when I am looking at the organisation structure, I have one request that invariably causes problems. It’s a simple: “Please tell me exactly what the people answering to you do; and then tell me what you do that justifies your position.”

Moving to a 'consequential corporate culture'
In any organisation it is the behaviour of its’ people that lead to success, mediocrity or failure. Behaviours stem from a set of values that the organisation must understand and that leadership must role model. Behaviours must also have consequences for the values to have any credibility; an up side for good behaviour in terms of recognition and reward and a downside for poor behaviour in terms of challenge, coaching, training and development and perhaps even having to leave the organisation. In the article we provide 10 areas that you must focus on to embed values and the right behaviours in your business.
The Value Spectrum of Performance Management
The ‘Value Spectrum' is a term we use to describe how Managers and Executives should be positioning performance goals so that their employees can significantly improve organisation performance. The ‘Value Spectrum' is part of what an employee does that adds significant value to the organisation as opposed to doing things that need to be completed as part of their core duties. Core duties relate more to the position or job description document i.e. tasks the employee already executes to a high standard but which don't help transform the organisation as a whole.

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