Diversity dividends: experience in the age of logic

By AIM Senior Research Fellow Dr Samantha Johnson

‘It’ not how old you are, it’s how you are old.’ - Jules Renard

Coaching a public sector senior manager recently, my heart sank when I heard her surmise that she was overlooked for a transfer because of her age. Considering her age in words, not numbers, she’s in the age bracket that perfectly balances expertise and humility.

20 year check-up: what’s changed and what hasn’t in the Australian business landscape?

By Professor Danny Samson

Back in the 1990s, as the “recession we had to have” drew to a close, Paul Keating’s government commissioned the Karpin Taskforce to come up with ideas to improve leadership and management in the Australian economy. I was part of that project, and our many recommendations from 1995 were categorised against five major challenges. Twenty years on, looking at how Australia’s business world has risen to those challenges (or not) is illuminating.

Enterprise culture

Does diversity make individuals smarter?

We've all heard how diversity is good for society, the economy and communities in general. Anyone who has been through leadership training will also know that diversity can lift the performance of a company.

However, research has so far avoided the question of how diversity can make a person smarter. So what positive influences does diversity have on individual actions?

Diversity: A group project

Aiming high: are stretch targets the answer to gender inequality?

By Susan Muldowney

What is a stretch target?

More ambitious than targets and less restrictive than quotas, stretch targets are about pushing the boundaries of what may be possible. They allow organisations to signal their goal and seek creative solutions to achieve gender balance at every level of a business.

How do they work?

Managers without borders: How an MBA could help you oversee a global team

Australians are rightly proud of their country, and the nation's business landscape is certainly grounded in qualities that are quintessentially Australian. However, the modern global economy is calling for managers to operate with increasing flexibility, working with colleagues from around the world as well as leading teams that are increasingly diverse. When portions of a team are based overseas, this complexity becomes even more difficult to manage.

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