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How clients choose consultants – what the research shows

What criteria and what decision-making processes organisations use to choose consultants is an important question for both organisations and consultants / consultancies. Looking at the current research provides a useful evidence-based overview of the nature of the problem faced by organisations when deciding whether or not to call in external expertise and help and how […]

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What the research really says about Interpersonal Feedback

What the research really says about Interpersonal Feedback

In April 2019 a book entitled ‘Nine Lies About Work: a freethinking leader’s guide to the real world of work’ was published. One of the chapters or “lies” within the book is that “people need feedback”. The essence of this chapter and the author’s arguments were republished in the March – April 2019 edition of […]

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Firm/Organisation- University Partnerships: What the research says

As more and more organisations turn to universities to help them both with organisational issues and product/service innovation issues, the number of failed relationships continues to grow as well. Firm-university partnerships offer many significant benefits including: Increasing innovation and spin-offs Increasing evidence-based practice capability Enhanced knowledge transfer and generation Higher levels of organisational ambidexterity, flexibility […]

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Change failure rates – what the research actually says

Change failure rates

Probably one of the most frequent statistics quoted in the organisational change literature and by consultants is that about 70% of change initiatives fail or fail to meet their intended objectives. Coincidently and curiously the project management literature is peppered with exactly the same reported rate of project failure. But is it true? Rather than […]

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High Performance Teams – Special Report

High-Performance Teams - Special Report

Many people in organisations talk about developing high-performance teams and organisations strive to understand how to develop them. In this Oxford Review special report, we have a look at what the research evidence actually says about the characteristics of high-performance teams.   Most of us work in teams at some point The importance of teams […]

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CEO characteristics and their impact on organisational performance – Special Report

CEO background

Keywords: Leadership, management, CEO, CEO characteristic, CEO background, performance, organisational performance, leaders characteristics, leaders backgrounds, Chief Executive Officer   Whilst there is little doubt that organisational performance relies on a multitude of factors, one of the most prevalent are the characteristics of the organisation’s Chief Executive Officer (CEO). This has been a growing area of […]

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