The Organisation of Tomorrow presents a new model of doing business and explains how big data analytics, blockchain and artificial intelligence force us to rethink existing business models and develop organisations that will be ready for human-machine interactions. It also asks us to consider the impacts of these emerging information technologies on people and society. Big data analytics empowers consumers and employees. This can result in an open strategy and a better understanding of the changing environment. Blockchain enables peer-to-peer collaboration and trustless interactions governed by cryptography and smart contracts. Meanwhile, artificial intelligence allows for new and different levels of intensity and involvement among human and artificial actors. With that, new modes of organising are emerging: where technology facilitates collaboration between stakeholders; and where human-to-human interactions are increasingly replaced with human-to-machine and even machine-to-machine interactions. This book offers dozens of examples of industry leaders such as Walmart, Telstra, Alibaba, Microsoft and T-Mobile, before presenting the D2 + A2 model – a new model to help organisations datafy their business, distribute their data, analyse it for insights and automate processes and customer touchpoints to be ready for the data-driven and exponentially-changing society that is upon us This book offers governments, professional services, manufacturing, finance, retail and other industries a clear approach for how to develop products and services that are ready for the twenty-first century. It is a must-read for every organisation that wants to remain competitive in our fast-changing world.

What is a learning organization? What are the advantages of creating one? Why should a company want to become a learning organization? Where does one start? Learning Organizations: Developing Cultures for Tomorrow's Workplace contains essays by thirty-nine of the most respected practitioners and scholars of this topic. This definitive collection of essays is rich in concept and theory as well as application and example. Lead authors include Harvard's Rosabeth Moss Kanter, London Business School's Professor Emeritus Charles Handy, and MlT's Fred Kofman and Peter Senge. The thirty-two essays in this comprehensive collection are presented in four main parts: 1. Guiding Ideas 2. Theories/Methods/Processes 3. Infrastructure 4. Arenas of Practice

Reveals the importance of innovation in American global competitiveness, profiling some of today's most compelling young innovators while explaining how they have succeeded through the unconventional methods of parents, teachers, and mentors.

Looking beyond the horizon, this book presents a blueprint for putting the latest flexible working practices and new communications technology to work to radically improve business.

More so than ever UK schools are being encouraged to think seriously about modernisation and remodelling. This title not only shows schools how to achieve this but it also provides strategies for making change sustainable for the future.

Maintaining good business leadership in a world of rapidly changing expectations levied by customers, investors, society, governments and employees is a challenge. These stakeholders are increasingly making choices about if or how they support businesses – through the purchase of their products and services, shareholdings and financing, regulatory approvals, and even experiences working for them – based on not just what a business does, but how it does it. We are seeing shifts in stakeholder sentiments that manifest in a greater expectation that businesses work with society in addressing society’s contemporary concerns. This greater good that businesses bring is rewarded by a greater brand awareness, connection and loyalty, which in turn provides businesses with an underlying strategic advantage over the competition with its customers, investors and other stakeholders. But this greater good cannot be faked with PR and bought media; in an increasingly connected world populated by an increasingly savvy millennial stakeholder base, authentic leadership and its ability to effect cultural shifts in the DNA of businesses is essential. Failure to do so will likely result in shorter and less successful tenures of Board members and C-suite leaders as this business trend spreads. This book looks at how the emerging generation of leaders must change paradigms and transform their employees to do more than just operate a business. It examines how to effect culture shifts that are necessary to innovate businesses so that they simultaneously meet market needs while meeting stakeholder expectations on concerns as varied as ethical business conduct, labor practices, climate change, responsible use of diminishing natural resources and contribution to socio-economic challenges in their market catchments. These are perspectives and skills that are still glossed over, by academic and professional institutions, as they develop the leaders of the future. Essentially, this book: • Articulates the strategic business case for doing good in a good business; the why, and where this trajectory is leading • Provides strategies to lead authentically on the array of issues that provide key stakeholders – customers, investors, governments and employees – with a greater reason to engage with and build loyalty to the business • Provides strategies to energize and spark innovation among his/her employees in an organization on these issues so that transformative power is harnessed.