A parable that contrasts the leadership styles of two CEOs:  one operating in the old business paradigm; the other embracing the new business paradigm, in which success is inextricably tied to the success of business stakeholders.  It is based on a new, proactive business model that works better in the 21st century than the old-world, protectionist, risk management formula, because it turns business networks into aligned and consensual communities that get things done faster and better.  It balances traditional defensive, risk management practices with new, offensive, Trust Enablement approaches to business.

Developments in New Reporting Models addresses recent calls for a new reporting model for business and forms part of the Information for Better Markets thought leadership programme of the Financial Reporting Faculty of The Institute of Chartered Accountants in England and Wales (ICAEW).

"I see HR as having a distinctive competence which, aligned with the other parts of the organisation, can make the whole stronger."Paul Drechsler, chairman and chief executive of Wates Group, developed his leadership skills and vision through interactions with inspirational leaders and a supportive HR department during the early stages of his career at ICI. Today Paul, as the chairman and chief executive of Wates Group, gets energised when he sees how the values of his organisation are lived through its people. But having values alone is not enough – they need to be evidenced-based and leaders need to embody them in their actions. HR plays a fundamental role in bringing the different parts of the business together and even sometimes ensures that leaders live the values of their organisation.

An extract from 'Leadership in Tomorrow's Company' by Philip Sadler which provides some guidelines to a leadship development programme based on inclusive principles

This report presents full analysis of the research ?ndings. It includes results from a UK-  wide survey of 1,500 managers and ten case studies based on interviews conducted among a range of organisations in different sectors. It also provides key conclusions and recommendations, drawn from the research, to help individual managers and organisations adapt to the challenges they face. This research has been led by the Chartered Management Institute in partnership with the Institution of Engineering and Technology (IET) and the UK Business Council  for Sustainable Energy, supported by EDF Energy and the Association of Chief Police Of?cers, Cymru. The Centre for Environmental Strategy at the University of Surrey was the research partner.