Decision-making by committee doesn’t lie at the heart of shared leadership, but listening to multiple voices and divergent opinions does.

Far too often in business, we get it wrong. We focus on the wrong issues; we waste time and we waste money. When people don’t know what to do, they default to that which feels most comfortable, creating work to create the illusion of work.

What makes a good leader?

Abductive reasoning is so powerful because it is the one form of reasoning that sets out to be totally free of dogma and preconception.

Prof Mias de Klerk writes an open letter to the South African President.

Young twenty- or thirty-something leaders in Africa are frustrated. They have every right to be.

CEO Robert Playter dispels worries about the potential harm robots could inflict and thinks they will empower people instead of displacing them.

In the age of continuous transformation, the fabric of leadership is being redefined by the forces of complexity and change.

It’s time to stop thinking about agile ways of working only in terms of individual scrum teams, daily standups, and sticky notes.

Putting experts into a room and expecting them to emerge with a perfect solution when we don’t know the nature of the threat we are dealing with is a guarantee for failure.