Blog
When the workforce is more mobile than ever, organisations must effectively manage, pass on and exploit critical know-how. By Darren Baguley
Industry giant British Aerospace's Australian subsidiary BAE Systems had a problem: engineering ability was eroding over time because their experienced personnel weren't passing that expertise on to new or less-experienced staff.
Engineers tend to be logical types, so the solution to the problem seemed simple: get people to document their knowledge and put it into databases.
Good information management is about more than just databases. It can make or break a business. By Ann-Maree Moodie When the board and management of a food company specialising in products with ingredients such as omega-3 analysed its business, it was apparent that while the company was successful, inherent disorganisation was causing it to miss the profitable opportunities in the market. The company produced 'functional foods' in the form of products such as bread and yoghurt.
Organisations of whatever persuasion - for-profit, not-for-profit and public service - must pursue the twin and related goals of improved efficiency and productivity. No, you can't get off this particular roller-coaster.
From cost-cutting program to centre for profit generation, contact centre operations need a clear benchmarking plan. By Darren Baguley.
Pan-American Airlines invented the call centre in the 1970s, and benchmarking performance using key performance indicators (KPIs) has been around almost as long. But after decades of using the same old benchmarks the Australian contact centre industry is in the midst of a major shift in how it measures an agent's performance.
With the world's economic axis shifting, research suggests that leaders everywhere have universal similarities as they face the No.1 trend: the rise of complex challenges. By Deborah Tarrant
In the early 1990s, Professor Robert J. House of the Wharton Business School in the US had a prescient notion. Looking at the global nature of business, he set out to determine what defined leaders around the world and compare their styles and values.
Leading an organisation that has undergone dramatic change in its ownership, been forced to address the challenges of a deregulated and fiercely competitive market, as well as deal with the demands and expectations of politicians, regulators and the wallets of the public, remains a challenge. CEO Solomon Trujillo's passion for telecommunications stand him in good stead as he seeks to completely change Telstra's business culture at high speed. By Jennifer Alexander
How do you successfully integrate five parent companies to work together on a series of major infrastructure projects? Louis White finds out.
Large infrastructure projects make for a big, messy, expensive and competitive business. Too often they attract media attention for all the wrong reasons, raising the ire of an inconvenienced public.
