"This book, written by three authors from three different countries, speaking three different languages who happen to be doctoral students at one of the largest business schools in Europe, provides fascinating kaleidoscopic insights on the contextual topics of global concern. The three, in their own unique ways provide an in-depth understanding of the various decisive elements prevailing in the global business environment. The unstructured and informal approach of the experienced researchers brings out many candid and insightful observations of global business players from various industries. The book provides glimpses of the leadership challenges, opportunities and the operational response options as well as evolving business models and job profiles in the emerging knowledge era. The idea presented is well thought out, easy to contextualise and simple to operate. The transformational paradigm provided by the authors is justified by the recent happenings in the global business world. Also, the paradigm is futuristic and provides for the leadership exigencies of the dynamic, disruptive fast changing business environment. Tomorrow is uncharted. How does one step into uncharted territory? What does globalisation globalise? Does globalisation augment localisation? What kind of innovative management thinking and practices are required to meet the challenges of instant global connectivity and networking? How different will tomorrow be from today? What traits would be essential for future managers and business leaders? These and many more questions from the basis of this book. The book also throws light on how proactive learning is and how it will be a critical success factor in the fast-emerging knowledge era. "

This book considers the idea that existing leadership theories have arisen as a result of significant disruption in work structure. The authors argue that the Covid-19 pandemic provided such a disruption and an opportunity to reconceptualise leadership. In order to capture this opportunity and conceptualise new leadership theories, it is first necessary to understand what happened in the past, during the pandemic, and examine the future of work. Addressing three critical issues in leadership, the authors firstly present a framework that helps us understand and enact leadership in the ‘new normal.’ Parts 1 and 2 of the book address the past and current forms of leadership in the context of COVID-19. The book goes on to consider the lessons learned from COVID-19 in the context of the U.N Sustainability Development Goals (SDGs). The targets of SDGs 7 - 17 refer to the need for organisations to operate responsibly; they call for organisations to review their operations processes and to define effective performance using triple-bottom-line measures comprising economic, social and environmental measures. Since leadership plays a significant role in achieving these goals, the book includes chapters on efficiency in process design and operation, definition and implementation of the triple-bottom-line measures and ethical behaviours. Finally, the book explores how the current process of leadership development falls short in today’s context and calls for the need to develop effective leadership mindsets

This book, written by three authors from three different countries, speaking three different languages who happen to be doctoral students at one of the largest business schools in Europe, provides fascinating kaleidoscopic insights on the contextual topics of global concern. The three, in their own unique ways provide an in-depth understanding of the various decisive elements prevailing in the global business environment. The unstructured and informal approach of the experienced researchers brings out many candid and insightful observations of global business players from various industries. The book provides glimpses of the leadership challenges, opportunities and the operational response options as well as evolving business models and job profiles in the emerging knowledge era. The idea presented is well thought out, easy to contextualise and simple to operate. The transformational paradigm provided by the authors is justified by the recent happenings in the global business world. Also, the paradigm is futuristic and provides for the leadership exigencies of the dynamic, disruptive fast changing business environment. Tomorrow is uncharted. How does one step into uncharted territory? What does globalisation globalise? Does globalisation augment localisation? What kind of innovative management thinking and practices are required to meet the challenges of instant global connectivity and networking? How different will tomorrow be from today? What traits would be essential for future managers and business leaders? These and many more questions from the basis of this book. The book also throws light on how proactive learning is and how it will be a critical success factor in the fast-emerging knowledge era.

Buddhist and Taoist Systems Thinking explores a radical new conception of business and management. It is grounded on the reconnection of humans with nature as the new competitive advantage for living organizations and entrepreneurs that aspire to regenerate the economy and drive a positive impact on the planet, in the context of the Anthropocene. Organizations today struggle in finding a balance between maximizing profits and generating value for their stakeholders, the environment and the society at large. This happens in a paradigm shift characterized by unprecedented levels of exponential change and the emergence of disruptive technologies. Adaptability, thus, is becoming the new business imperative. How can, then, entrepreneurs and organizations constantly adapt and, at the same time, design the sustainable futures they’d like? This book uniquely explores the benefits of applying Buddhist and Taoist Systems Thinking to sustainable management. Grounded in Taoist and Zen Buddhist philosophies, it offers a modern scientific perspective fundamentally based on the concepts of bio-logical adaptability and lifefulness amidst complexity and constant change. The book introduces the new concept of the Gaia organization as a living organism that consciously helps perpetuate the conditions for life on the planet. It is subject to the natural laws of transformation and the principles of oneness, emptiness, impermanence, balance, self-regulation and harmonization. Readers will find applied Eastern systems theories such as the Yin-Yang and the Five Elements operationalized through practical methodologies and tools such as T-Qualia and the Zen Business model. They are aimed at guiding Gaia organizations and entrepreneurs in leading sustainable transformations and qualifying economic growth. The book offers a vital toolkit for purpose-driven practitioners, management researchers, students, social entrepreneurs, evaluators and change-makers to reinvent, create and mindfully manage sustainable and agile organizations that drive systemic transformation.

This book discusses appropriate strategy imperatives and provides a step-by-step approach to creative management. Chapters on the context of creativity and designing integrated creative strategy explain the building blocks of creative management. The need for new thinking, theories and management paradigms, as well as attitude, skills and knowledge (ASK), are systematically presented. Various approaches to seeding of curiosity to initiate proactive change and customer-focused learning culture are presented. Chapters on the role of creativity in the world of commerce, creative digital disruptions and need for learning organisations provide a backdrop for the challenges and opportunities created by globalisation and digital technologies. Discussions on the economics of creativity realistically substantiate the commercial advantages of the creative management paradigm. Various caselets are designed to initiate creative thinking. They provide situations to analyse and synthesise ideas from different specialisations in the organisations to create synergised innovative organisations and create contextual platforms for creative design-thinking to evolve and nurture creative management in organisations.

Children in today's world are inundated with information about who to be, what to do and how to live. But what if there was a way to teach children how to manage priorities, focus on goals and be a positive influence on the world around them? The Leader in Meis that programme. It's based on a hugely successful initiative carried out at the A.B. Combs Elementary School in North Carolina. To hear the parents of A. B Combs talk about the school is to be amazed. In 1999, the school debuted a programme that taught The 7 Habits of Highly Effective Peopleto a pilot group of students. The parents reported an incredible change in their children, who blossomed under the programme. By the end of the following year the average end-of-grade scores had leapt from 84 to 94. This book will launch the message onto a much larger platform. Stephen R. Covey takes the 7 Habits, that have already changed the lives of millions of people, and shows how children can use them as they develop. Those habits -- be proactive, begin with the end in mind, put first things first, think win-win, seek to understand and then to be understood, synergize, and sharpen the saw -- are critical skills to learn at a young age and bring incredible results, proving that it's never too early to teach someone how to live well.

A resource for industry professionals and consultants, this book on corporate strategy lays down the theories and models for revitalizing companies in the face of global recession. It discusses cutting-edge concepts, constructs, paradigms, theories, models, and cases of corporate strategic leadership for bringing about transformation and innovation in companies. Each chapter in the book is appended with transformation exercises that further explicate the concepts.