The 70-20-10 Model for Development is a widely-adopted guideline or framework in corporate learning and development (L&D) that describes the proportional sources of how people learn and develop most effectively.
Posts tagged as “Reliance”
The Human Resources function is undergoing a profound transformation, shifting its identity from a process-driven administrative department to the strategic core of the business. This change is driven by technology, the distributed nature of the modern workforce, and the rising imperative for organizations to focus on human capital as their primary competitive advantage.
Controlling Credit generally refers to the strategic processes used to manage and mitigate financial risk associated with extending credit, either in a business-to-business context (credit control/management) or for an individual (personal credit control).
Open Systems Thinking is a holistic approach to understanding, analyzing, and designing systems (like organizations, ecosystems, or machines) by recognizing that they are in continuous interaction with their external environment.
Business megatrends are large, transformative, and global forces that are defining the future world and are expected to have a significant, long-term impact on business, societies, economies, cultures, and personal lives (typically lasting 10 years or more).
In today's global economy, change is no longer an occasional event—it is the permanent condition of business life. The combined forces of rapid technological innovation, intense market competition, and evolving social and environmental pressures mean that the only constant for any organisation is the need to adapt.
The Age of Discontinuity: Guidelines to Our Changing Society is a landmark 1969 book by management consultant and social ecologist Peter F. Drucker.
"The Rise and Fall of Strategic Planning" is a highly influential book by management scholar Henry Mintzberg, published in 1994.
Measuring performance and productivity in an E-World (digital, remote, or hybrid environment) requires a shift in focus from traditional inputs like time spent in an office to measurable outputs and outcomes.
The phrase "Harmonics of Management" is not a standard, universally recognized, or classical school of management theory. Instead, it is a metaphorical concept often used in modern leadership and organizational development to describe the ideal state of an organization.
A virtual organization is not simply a remote work arrangement; it is a deliberate strategy to restructure operations, communication, and collaboration around digital platforms.