The Different Levels of Intervention in Change Management
Change Management, Project Management and Risk Management (for HR): Complementary or Mutually Exclusive?
The scale and pace of change: radical or incremental – rapid or gradual?
Instilling a sense of crisis – Crisis v Urgency in change management
Is Lewin’s change management model still valid?
Manipulation and instilling a sense of urgency: do they really contribute to make the process of change smooth sailing?
The importance of people and context in change management
How to assess change feasibility
Change Management: is it areal need or just a fad?
Strategy and Corporate Culture
HR Strategy between myth and reality
The role played by HR in corporate culture
How corporate culture supports strategy execution
The Basic Pillars Underpinning Organizational Success
Advancing a model for innovation pervading corporate culture
Embedding innovation into organizational culture
Who develops, shapes and controls organizational culture?
Strategy: good, consistent, effective, winning or sustainable?
Using metaphors to explain and shape organizational culture
Does culture eats strategy for breakfast?
Investigating organizational culture
Can organizational culture be measured?
Main differences between organisational culture and organisational climate
Organizational culture v Business strategy - How v What
The role played by Line Managers in strategy execution
Strategy: Quality Vs Execution
The importance of identifying the best fit between organizational structure and strategy
Explicit or emergent strategy: Should be corporate and HR strategy planned or piecemeal?
Reward: attraction vs retention
Are flexible and voluntary benefits schemes worth the costs and efforts they require to be designed and implemented?
Topics, Practices and Trends
From Recruitment to Succesion Planning A Constructive Approach to Human Capital Development
HR: the ever-changing function?
The End of HRM Models as We Know These
Talent Management and Employee Retention, why you need them both
Sometimes employees leave their employers not their managers
At times the real problem is when employees stay, not when they leave
Who to value the most: past achievers or potential future performers?
How to develop career planning programmes
Leadership and Management
Leadership and management, how different are these?
Metaphor as a leadership enhancer and persuasive communication tool