In a digital age people still matter and connecting well to those that you lead certainly matters
A post by Jacqueline Bagnall
Even with the computing power to analyse huge datasets and the big data world of companies such as IBM, there is still the need for the human sense maker. The human ability to ask questions and make sense of the results, spotting inconsistencies and better defining the question at the core of the analysis. As automation takes hold and we see the diminished need for low skilled manual labour, this calls for a better understanding of how the human mind can add value to the organisation. What is it that creates the difference between competing organisations when the slick precision of a wholly automated function delivers product perfection?
The Global Challenges of the 21st Century – A post by Prof Nicolas Forsans
Once again in 2017 the World Economic Forum highlighted in its 2017 Global Risks Report the interconnections that exist between some of the most significant challenges that are shaping business and society in the 21st century. Those interconnections are represented below in their Risk Interconnection map.
Economic and societal challenges
Globalisation has lifted millions of people out of poverty by enabling people in emerging countries to take part in world trade. Deregulations and privatisations have encouraged competition and innovation, leading to declining prices and higher quality products while urbanisation and industrialisation in emerging economies have enabled 3 billion people to generate an income of at least $10/day.
We recently invited One Planet MBA lecturer Morgen Witzel, business theorist, consultant, lecturer and author of many management books, to advise President Donald Trump on his first 30 days in office.
You’ve had a chance to get your feet under the desk at the White House now, and – I think we must be honest with each other – it could be going better. Things aren’t really turning out as you had hoped, are they? Street protests, criticism in the press, judges overturning your executive orders; and worst of all, more and more people are making fun of you.
You wanted to be a leader who was respected, admired, even feared. Instead, you are turning into one that people laugh at. Oh, Donald. There is no sadder figure than a leader who is mocked. Do you really want to be the next Jeremy Corbyn?
The people are the heroes now
Behemoth pulls the peasants’ plough
Thus begins the first act of John Adams’s opera Nixon in China, with a chorus declaiming the victory of socialism: the people rule, and Behemoth – a mythical monster associated by Thomas Hobbes in Leviathan with the overweening power of the state – subservient and domesticated to the will of the people. It is the people who now lead.
It is all tosh, of course, with Adams and his lyricist Alice Goodman poking fun at the pretensions of the Maoist state; in reality, in Mao’s China, Behemoth was very much in control and the peasants did what they were told. The illusion of freedom and the reality of dictatorial rule were very much opposed.
But it is forty years since Mao died and the totalitarian edifice he created began to be dismantled, and the world has changed. After the political upheavals of 2016 we are entitled to ask: is it true? Have the people really taken charge of their own destiny, voting for the leadership they want rather than the leadership they are told they should want? And if so, what are the consequences for leadership? Do our old assumptions about what leadership is still stand up in this brave new world? Continue reading
by Caspar Wilkinson
Caspar is an MSc International Management student at the University of Exeter Business School. He was invited to take part in the One Planet MBA‘s two-day workshop on Negotiating, Collaborating & Partnering, as part of the MBA’s flagship Personal Transformations module.
Realising your ambitions
As a student with a strong drive to succeed I was powerfully motivated to learn negotiating.
After attending an introductory MBA Masterclass I was keen to see more of what the One Planet MBA was all about. That’s the great thing about Exeter University, the lecturers empower you to realise your ambition, none more so than Nicolas Forsans, One Planet MBA Director. After some persistent negotiating (!) Nicolas kindly agreed to let me take part in the workshop and collaborate with fellow MBA participants over two full days. I was excited to be able to see world class teaching in action with powerfully practical benefits.
What would it be like learning negotiating for the first time? Would I be able to stand my ground against an impressive MBA cohort in a top UK University? What previous negotiating experiences could I draw on to add value to the class? I felt somewhat nervous and set about studying for the class a week in advance. Continue reading
What happened yesterday had been anticipated for a long time. The opening of the United Nations’ 21st Conference of the Parties (or COP21 in a nutshell) in Paris yesterday evidences how urgent the need to tackle climate change has become. A recent paper in Nature shows how horrendous the economic and human cost of climate change would be – with about a quarter of the world’s GDP wiped off by 2100 and the burden of the cost falling onto the world’s poorest countries left to pay the price for it.
While the Financial Times gave editorial prominence (subscription req’d) to its coverage of the opening of COP21, it also features an article more focused on MBA programmes that that deliver a more sustainable approach to business and management education.
The One Planet MBA programme is designed and shaped by our network of corporate partners who contribute to the planning and delivery of many modules and MBA activities. Thomson Reuters are sponsoring our MBA’s Personal Transformations module which
The answers company
equips our participants with the skills to advance their careers and explore new opportunities for themselves. As part of our partnership, Thomson Reuters supports the development of our MBA participants in their quest for reputation through thought leadership.