Showing results by author : Tony Manwaring

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Organisational cultures are no accident - create one, or it will be established by default
posted by Tony Manwaring  on October 4, 2011

'UBS $2bn rogue trader shock' proclaimed last week's headlines, the reverberations will be felt for some time to come.  It's really hard to comment on the specifics without knowing much more, but it certainly gets you thinking: about the impact of behaviours and cultures, the costs and benefits of getting these right, and therefore the potential value of a respected, high performing HR function, operating at the heart of business performance, leadership and governance.
There is real comfort that UBS has a strong balance sheet so the systemic impact from this incident, however mind boggling the numbers, will surely not be same as other recent examples in the financial sector.


Ray Anderson – A tribute
posted by Tony Manwaring  on August 15, 2011

Many have been greatly saddened and feel a tremendous sense of profound loss with the news of Ray Anderson’s passing. One of my most memorable moments at Tomorrow’s Company was being at Tallberg with Ray, together with my dear friend Dianne. It is therefore a real honour to publish these words of remembrance from Dianne for Ray...

Issue(s): Sustainability

Region(s): North America

Tag(s): Interface , RayAnderson


UK City leaders must rebuild trust, restore the City's 'licence to operate'
posted by Tony Manwaring  on January 25, 2011

Bankers' bonuses have burst out from the business pages of UK newspapers, and are headline news. The bonus round exposes a deep and raw nerve in British society.


Business leaders get the E-factor!  From Mansion House to the Upper Chattahoochee River keepers
posted by Tony Manwaring  on October 15, 2010

There is something stirring, the sound of business leaders coming to terms with the new demands of leadership in the twenty-first century.

It is the recognition that business as usual cannot be the business model which delivers future success; that more of the same is not sufficient to provide escape velocity from the gravitational pull of the black hole that drew us into the credit crunch; that as fears of double-dip recession still haunt our nightmares, there must be new behaviours and new areas of strategic focus that need to be uppermost in the minds of business leaders, day by day.


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