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Tim is the current managing director of Bridge. Bridge is an international consultancy specializing in leadership and organization development, and supporting large scale change programmes.

This briefing is prepared by an independent interviewer.

In this interview, Tim Littlehales discusses the types of leadership development programmes offered by Bridge, how to “future proof” organizations, and his experiences of working on large scale change programmes.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Tim Littlehales provides some interesting and useful insights into leadership development, drawing on his experiences at Bridge, and his professional background, which centered around Accountancy and Business Consulting.

The purpose of this paper is to provide an interview with Paul Nunes and Tim Breene, authors of Jumping the S‐Curve

This briefing is prepared by an independent interviewer.

Every successful business eventually peaks. Greatness does not last. It falls prey to competition and commoditization, as well as obsolescence from the introduction of new technologies and innovations. And when a business's revenue growth stalls, only 7 percent ever go on to reclaim growth that is better than the growth of the market overall. The only solution is to jump to another growth curve, again and again.

Paul Nunes and Tim Breene take a look at the nature of the business “S‐curve”. Shaped like the first half of the bell curve, this curve is the characteristic depiction of how a new line of business ramps up, grows aggressively, and then ultimately flattens out. Through their interview, Paul and Tim give practical advice on what businesses should be doing in order to prepare for their next “S‐curve”.

The accelerating pace of business is forcing more top management teams to manage both their current successful business and their future business simultaneously. In the past, managers could often wait until the current business was firmly established, or even beginning to show signs of decline, before starting on the next. No longer. In this interview, Nunes and Breene highlight some of the most important disruptors emerging today, including cloud computing and sustainability, which are affecting companies in all industries, offering advice to companies wanting to take the lead in their own reinvention.

The purpose of this paper is to provide an interview with Mee‐Yan Cheung‐Judge and Linda Holbeche, co‐authors of Organizational Development.

The authors provide practical advice on using diagnostics techniques to identify an organization's needs and explain how to use them across a range of areas.

Mee‐Yan Cheung‐Judge is the founder of Quality & Equality Ltd and the author of many organizational development articles. She speaks, writes and delivers most of the organizational development (OD) training programmes in the UK and was voted one of the 25 most influential thinkers in human resources (HR) by HR Magazine in 2008. Linda Holbeche was previously Research and Policy Director at the CIPD and is currently an independent consultant and researcher in the fields of leadership, human resources, change management and sustainable high performance. Both authors use their expertise to advise companies who are looking to implement OD strategies within their business.

In this ruthless downsizing cost cutting environment, OD is an indispensable field for leaders and internal change agents because OD can provide tools and processes to help leaders to navigate through complex disturbance changes with sustainable outcomes.

Workplace culture is all‐enveloping, so much so that it can become invisible to people working in the organization. It affects how people feel and work. OD can be a means of stimulating new practice and knowledge‐sharing across the sub‐cultures so that organizations are more than the sum of their parts.

Written by two of the leading experts in the field, Organizational Development defines OD and describes how it can be used effectively in today's economy to create organizations which maximize organizational capability.

The aim is to provide an interview with Pat Wellington, an internationally recognized management consultant who specializes in leadership, team building, business development, change management and customer care.

This briefing is prepared by an independent interviewer.

Effective People Management gives readers a robust understanding of all the essential activities involved in managing staff and maintaining high performance – from selection and interviewing to staff motivation, and from team building to delegating.

The article offers practical insight into the nature of leadership and provides valuable information on relationship management techniques essential for staff retention.

Having experience of a vast array of industries, both within the public and private sectors, Pat emphasizes the importance of maintaining good relationships with workers in order to increase productivity, staff satisfaction and thus improve staff retention. Pat also highlights how financial remuneration is only one model for motivating staff.

The purpose of this paper is to provide an interview with Duncan Goose, co‐founder of Global Ethics, a not‐for‐profit organization whose primary remit is to raise funds for humanitarian projects in developing countries

This briefing is prepared by an independent interviewer.

Duncan left his career in advertising to go on a journey of a lifetime and between 1998 and 2000 he fulfilled his life‐long ambition to ride a motorbike around the world. It was because of the experiences he encountered on this odyssey that he decided to form Global Ethics. Spurred on by a like‐minded group of friends, in 2004 he took on the huge challenge of forming a not‐for‐profit organization called Global Ethics, whose primary remit is to raise funds for humanitarian projects in developing countries.

The paper provides strategic insights and practical thinking that will assist potential entrepreneurs, looking to start up their own business.

The first initiative of Global Ethics was One Water, which donates all its profits to fund the development of unique roundabout powered water pumps, called PlayPumps, in Africa. One was the official water for both Live8 and Make Poverty History and continues to change the way in which people consider buying water and other products and services.

This paper provides Duncan's reflections on his experiences as a successful entrepreneur, offering advice for budding entrepreneurs, highlighting successful business models, and detailing Global Ethics' future plans and projects.

The purpose of this paper is to provide an interview with Bob Garratt, author of The Fish Rots from the Head. Bob has consulted internationally for over 25 years on five of the six continents. He is known for his discreet work on corporate governance; board review and development; director mentoring; top team development; and strategic thinking.

This briefing is prepared by an independent interviewer.

Bob Garratt discusses his reasons for revising of his bestselling book, and how the role of the board needs to function within an organization, in order to get the best from the business and have long‐term success.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The paper provides strategic insights and practical thinking that can have a broader social impact.

Bob comes from a background where organizational learning and development are underpinned by the rigor action learning and the blending of human behavior with the feedback mechanisms of cybernetics. Bob wrote the first book called The Learning Organization in 1986 and has experience working with large‐scale organizational changes in the engineering, financial services, defense electronics and non‐profit sectors as well as in government.

The purpose of this article is to provide an interview with Loren C. Steffy, business columnist for the Houston Chronicle. Loren has been recognized by the Society of American Business Editors and Writers, and the Associated Press Managing Editors, and has recently published Drowning in Oil: BP and the Reckless Pursuit of Profit.

This briefing is prepared by an independent interviewer.

Loren's recent publication: Drowning in Oil: BP and the Reckless Pursuit of Profit, provides an in‐depth examination of how a lack of corporate responsibility and government oversight led to the biggest offshore oil spill in US history, explaining that that the Deepwater Horizon disaster was only part of a larger pattern of cost‐cutting, image‐making, and winner‐take‐all corporate culture that compromised safety across BP's operations for years.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The paper provides strategic insights and practical thinking that can have a broader social impact.

There is a lesson for all companies in the case of the Deepwater Horizon disaster: vigilance matters. When companies have complex and potentially dangerous operations, they cannot afford to get complacent. Years of safe operations does not mean you are not moments away from disaster. Human error is always a factor, but companies need processes that account for it.

The purpose of this article is to provide an interview with Rhymer Rigby, UK based journalist and author of 28 Business Thinkers Who Changed the World.

The interview is conducted by an independent interviewer.

Rhymer Rigby is a journalist based in the UK. He writes a weekly slot for the Financial Times and has contributed to publications ranging from the Sunday Telegraph and Management Today to GQ and Condé Nast Traveller. Before going freelance he was featured editor for Business 2.0 and a section editor for Management Today and Human Resources.

In profiling business people who have left a lasting and significant impact Rhymer provides the reader with a fascinating insight into the methods and styles of those who reshaped their business sectors.

Rhymer presents an accessible description of 28 highly successful and pioneering business thinkers, both in terms of their entrepreneurship and their personal lives, offering valuable insight into the accent to success.

To provide an interview with Mark Batey, R&D Director of E‐Metrixx & Joint Chairman of the Psychometrics at Work Research Group at Manchester Business School.

This briefing is prepared by an independent interviewer.

Dr Batey is an international authority on the Psychology of Creativity. In 2009, he was ranked second in the world for published research into creativity and in 2010, appeared with Lord Robert Winston on BBC's Child of Our Time. He presented at the 2010 HR Conference on the topic of “Addressing the Creativity Crisis,” looking at what we should be doing to develop creativity within ourselves and our organizations.

Provides guidance on how to change the culture of an organization to encourage creativity and how creativity can help businesses to survive turbulent markets.

Dr Batey draws on his experiences as a Psychologist and Chair of the Psychometrics at Work Research Group to offer businesses a new model for working. His research and training covers areas including: creativity, personality, financial behaviour, risk behaviour; attitudes towards fraud, emotional intelligence, and a whole different range of things related to how individuals can be different from one another. Through his interview, Dr Batey highlights how we can use this knowledge to work more effectively.