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Chinese Leadership Lessons from Mozi (Part 2) Sheh Seow Wah ​The works of Mozi can be organised and interpreted for contemporary leadership and management practices in six categories. The second of a two-part series discusses the next three categories.
The F.A.S.T Approach to New Markets in the 21st Century Kim Underhill ​The F.A.S.T. approach looks at the key essentials needed to counter the challenges faced in 21st century businesses.
It Is Not Enough to Disrupt!—Strategy // Core // Future Bertrand Leong ​Themed It is Not Enough to Disrupt!—Strategy // Core // Future, SIM’s SMF 2018 motivates leaders to revisit what it means to be human in a tech future.
Nurturing a Serious Play Culture at Work (Part 2) Jenson Goh ​The second of a two-part series touches on instilling serious play norms through leadership, designing the serious play structure, and aligning a company’s recognition system.
Viewpoints from a Leader: Ms Wendy Liu Sadie-Jane Nunis ​I speak with Ms Wendy Liu to get her views on management, leadership, and find out more about ezbuy.
Staff Benefits to Satisfy Most Employees Tan Chee Teik ​Some companies have very attractive bene-fits so they can easily hire talented staff. It is true that the larger companies can offer better staff benefits than small enterprises.
Fake News and Logical Fallacies Bertrand Leong ​The next time you catch yourself buying into a fallacy, pause and verify the facts. This might save you or your business from any unnecessary embarrassment and heartache.
Creativity in Generating Perceived Value Bertrand Leong ​We can practise being creative and identify value in four levels of needs: functional, emotional, life-changing, and social impact.
New Markets in Sustainability: Sindicatum Renewable Energy Bertrand Leong ​Sindicatum Renewable Energy Company Pte Ltd’s focus is to be a developer and operator of clean energy projects and a producer of sustainable resources from the utilisation of natural products and waste.
Leading Change in Multi-organisation Collaborations Susan Goldsworthy and Walter McFarland ​Organisations aspiring to lead multi-organisation collaborations must build foundational capabilities into these collaborations from the start. These include: a collaborative mindset, extreme inclusiveness, selflessness, total transparency, ultra-communication, and higher purpose.