Blog
For small-cap companies and SMEs pursuing growth, the need to recruit the right CEO is imperative and requires a multifaceted approach. By Peter Tulau
Meet Bob Jones, chairman of a national professional industry association. In 2006, Jones faced a dilemma. Having enjoyed the stability of a long-serving CEO, he had come to the realisation that the business was no longer as commercially astute as it needed to be. Membership was waning, product offerings were no longer leading-edge, and as a result the credibility of the business was diminishing.
Martine Letts, Deputy Director at the Lowy Institute for International Policy, has a background that provides a unique perspective in her role within a policy think tank. By Jennifer Alexander
Martine Letts has had a career spanning foreign affairs, a time as Ambassador to Argentina, and four years leading the Australian Red Cross. Now Deputy Director at the Lowy Institute, Letts talks about the Institute's goals, the challenges of her role and leadership.
Q: Could you describe your current role?
Good knowledge management ensures continued access to employees' know-how, even when they move on. Mark Story investigates how one organisation‘s systems mean they no longer rely solely on what‘s in the heads of individual staff. Providing the information and tools to staff to do the best possible job – successful knowledge transfer – would be a breeze if nobody ever changed jobs. The trouble, in a period of high staff churn, is that the holding and transferring of all-important knowledge remains a dark art.
Today's challenge for all levels of business to embrace the new sustainability world order is ignored at their peril. This includes developing leading solutions against those far-sighted competitors taking us into a new age. By Deborah Tarrant
