Blog

Increasing business complexity and uncertainty requires an effective approach to solving important problems. By Geoffrey Coffey

In today's organisations there is little doubt that high complexity and uncertainty abound. Increasingly, leaders are faced with a raft of complex problems that defy simple solution.

There are two broad approaches to dealing with high complexity. The first aims to reduce complexity to a manageable level. The second, when complexity cannot be reduced, is to deal with it directly.

A good induction program can make all the difference. Louis White talks to the experts about how to make your new hires feel welcome.

We have all waited with a mixture of anticipation and anxiety for the first day of a new job, and with it, the employee induction.

The induction can range from the simple - "There's a desk, you'll pick it up as you go" - to a full-on program of briefings involving videos, HR manuals, fire safety drills and meetings with key staff, including the CEO.

Working in an industry you are passionate about is the lot of too few. Chris Murray of creative house Neon Group is one. By Josie Gagliano

When Chris Murray speaks of his work, the enthusiasm flows; it's positively infectious. He is the Co-Director of The Neon Group, a range of companies that produce film and online content, undertake projects such as launches and marketing events, can do multidisciplinary creative design, and provide professional studio facilities. He's a busy man.

An upfront strategy to engage with clients during the GFC was successful for Unisys. Leanne Ward believes the company's strong links to end-user needs helped pave the way for such collaboration. By Jason Day.

When the global financial crisis really emerged in late 2007 and early 2008, the first instinct for most was one of protection. Whether it was margins, market share, sales levels, customer retention - and the rest of what makes businesses survive or not - companies battened down hatches.

Inevitably, the business landscape has altered dramatically in the past 12 months. Management Today analyses 10 of the top issues facing managers as we move into 2011. By Chris Sheedy.

1. Two-speed economy

Australia weathered the financial storm better than most, but there are still areas of risk and reward. It's all part of the two-speed economy that Associate Professor Nick Wailes, Associate Dean of Executive Education at the University of Sydney, says we have always had.

Construction giant John Holland uses skills diversity as a business strategy. For Glenn Palin, Group Managing Director, it is a leadership and management environment of quite amazing scope. By Jason Day. If leaders can be said to be shaped by the environments in which they work, then the diversity inherent in leading a large construction company must make for one dexterous chief. Think about it. Construction companies must constantly identify moving targets for new work, specialise in tendering to win it, and be adept in forming the right teams quickly.

Flexibility, cost certainty, risk mitigation, vigilant management and reporting systems drive better fleet management outcomes. Mark Story talks to the experts.

With over 50 per cent of all new vehicle registrations going to fleets annually, corporate Australia's preference for leasing options in fleet management is far from waning.

Managing reputation in the event of crisis starts well before any calamitous event, writes Brian West. Toyota, BP and the Australian Wheat Board are just some of the industry giants that have had cause recently to pick up the pieces of their damaged credibility thanks to an event, the subsequent crisis and intense public criticism. Regardless of how well established a business's reputation is, its standing with customers, partners, suppliers, employees and government can unravel with astonishing speed. The importance of being prepared and to expect the unexpected a

Alastair Sorbie, the UK-based head of global IT company IFS, says companies need to service their customers better and deal with the pace of change. By Richard Jones The arts of cross-cultural communication and integration are not always easy to practise. In Australia, many of our blue chip companies are or have been headed up by people from other nations and cultures.

Sustainability strategies can lead to financial benefits as well as reducing pressure on the environment. Cameron Cooper investigates some of the initiatives being implemented by leading organisations.

Road freight giant Linfox is a prime example of an organisation with a significant environmental footprint taking action on business sustainability issues.