Three HR experts from the public sector on what the private sector could learn from public organisations

The greatest challenge facing business today is having the ability to forecast and adapt, chairman of the John Lewis Partnership Charlie Mayfield said in his keynote presentation at The Economist...

The accountancy firm is changing its business model

Organisational charts often mask informal networks that cross functions. We must understand these relationships

One of the world's biggest employee-owned companies, Golder Associates, excels at putting people before profit.

New underemployment figures hint at the polarising effects of flexibility without balance.

Traditional hierarchies still have a place in some sectors. Large, complex organisations rely on those chains of command. But do they always add value? Just because it has always been done that way...

Leadership is changing, and OD with it. As a follow on from yesterday's piece on new leadership dynamics, Katie Jacobs explores four alternative leadership models.

At environment services company Veolia, sustainability is core to every part of the business, even HR.

The history and future impact of open innovation

Open innovation is changing how organisations think about the next big idea. But what are the implications for HR? Should the function get involved in the complex people management implications?

We need organisational structures that combine hierarchies and networks