I'd worked with BA until then, with its traditional command-and-control structure. I've done things differently at AirMiles. We ask employees to rate the company on a smell-o-meter - does it smell like a place you want to work, or make you feel constrained? If the score changes, we examine why and decide what could be improved. Everyone in my career had said you can't run a company like that. This book gave me the courage to say: bugger it, I'm going to run it this way and not take the route that everyone's pushing me down.
Three bosses who caught coronavirus share their tips.
Agility, impact and vision define our next generation of great companies.
In moments of stress, business leaders default to autopilot behaviours, with social structural prejudices baked...
Seemingly trivial decisions can have a knock-on effect.
As these examples show, the best businesses put humanity first.