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Vision Research Briefing - all issues
Sales signals 2010
1st report - April
If you are a salesperson seeking to develop, a manager or human resources strategist pre-occupied by the development of others, this report is destined for you.
Read the summary or download the full report (PDF file).
Corporate societal responsibility 2009
Why 50% of employees think their company’s performance is failing…
| Date: 03/2009 - issue 20 | ||
| Complete survey* - in English (PDF, size: 1MB) We recommend you right-click on the link and click on "save target as" to save the file on your computer before opening it. Contact us if you'd rather receive the report via e-mail - info@krauthammer.com |
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| Executive summary: | ||
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Self-connectedness and business performance
Bringing the human being back into the workplace
445 people from across Europe – 58% of whom were managers, 55% of whom came from organisations with over 1000 employees, shared their views on this important subject..
| Date: 10/2008 - issue 19 | ||
| Complete survey: pdf* - in English | ||
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What leaders need, 2007
If employees could tell their CEO where he or she needs coaching, what messages would they give?
Date: 11-2007/ Issue 18
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Organisational trustworthiness 2007
On which main areas should organisations be focussing in constructing trust?
What, exactly, are the building blocks of the trustbuilding architecture?
How do employees feel about the actual state of affairs?
Date: 09-2007/ Issue 17
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The Human Resources Manager in 2006
Few - if any - commentators now argue with the need for HRM’s to deliver measurable results and adopt a more strategic perspective.
With this in mind, what is the current image of HRM’s in the eyes of a key HRM consumer group – company employees across Europe?
Date: 06-2006/ Issue 16
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Matrix organizations 2006
This survey, conducted by Krauthammer in Winter 2005, focussed on the views of managers in Western European organizations.
Its objective: to check how widespread matrix organizations are and how well people believe they are working.
Date: 03-2006/ Issue 15
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Top management team performance 2005
In this preliminary report, you will find the answers to two fundamental questions:
- What criteria do employees use to judge whether they consider a top management team to be effective?
- How do top management teams actually perform according to these criteria?
Date: 08-2005/ Issue 14
| Complete survey: |
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Leadership – a hard landing for noble ideals?
What are managers’ most deeply held beliefs about leadership? To what extent do they feel able to put their standpoints into practice?
Is it possible to construct a portrait of the modern leader?
Date: 06-2005/ Issue 13
| Complete survey: |
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Entrepreneurship – the vital signs
We seek to establish the sources of entrepreneurship and the kinds of family backgrounds most likely to produce the next generation.
We examine the prevalence of entrepreneurs, and the place entrepreneurship and entrepreneurs should ideally occupy in current and future businesses.
Date: 03-2005/ Issue 12
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The Global Village... up to a point
How are companies evolving with respect to internationalism? How solid is the transcultural highway?
How would employees run their company, if they had the choice - as a globalised, as a localised organisation, or in a way which sought the best of both worlds?
Date: 09-2004/ Issue 11
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Women at the Top
According to the Geneva-based ‘Bureau International du Travail’, cited by the International Labour Organization, “the overall employment situation of women has not evolved significantly since 2001.
Women continue to have lower labour market participation rates, higher unemployment rates and significant pay differences compared to men.
Date: 04-2004/ Issue 10
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Trust and trouble
From world leaders dealing with international crises, to relationships with a spouse, child, parent or friend - the importance of trust is widely accepted. Its importance for organizational success is argued by academics and business practitioners alike. Yet, as the results of our survey will show, trust appears to be difficult to build and maintain in work relations.
Date: 11-2003/ Issue 9
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People, planet or profit ?
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Stress
Stress has been dubbed ‘a world-wide epidemic’ by the World Health Organisation. In Europe, it is responsible for 50% – 60% of lost working days, according to the University of Nottingham. An American Institute of Stress survey revealed that the numbers calling in sick due to stress tripled from 1996 to 2000.
Date: 03-2003/ Issue 7
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The Paradox of control and chaos
To what extent can leaders adapt an organisation to fit with their wishes? Can the leader control and shape it at will? Or is the natural state of the organisation one of chaos, with dynamics all of its own, a state that can even shape the leader?
Date: 12-2002/ Issue 6
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School, college or corporate academy ?
40 senior managers were interviewed by senior consultants from Krauthammer and Strategy Works at Corporate University Week in Geneva in Summer 2001. Interviewers used a questionnaire as a discussion basis, mixing prompted and unprompted/open responses. The purpose of this field research was to test the validity and characteristics of 3 identified development stages of Corporate Universities.
Date: 06-2002/ Issue 5
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What leaders lack
An autumn 2001 research initiative by Krauthammer conducted in 6 European countries amongst a group of 219 managers has yielded some different notions on leadership to those held by the more senior group approached earlier in the year.
Date: 01-2002/ Issue 4
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Help ! I’m a leader
We all agree on the principle of the thing: an organisation can only renew itself by making optimum use of all available sources of knowledge and individual capacities. This demands mutual trust between employees and managers at all levels; after all, a manager's effectiveness depends on it.
Date: 07-2001/ Issue 3
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Checkpoint! The long hard road from HRD to CEO
Many human resources managers(HRM) will recognise a contradiction in their daily work. On the one hand, thier colleagues claim they acknowledge the importance of the human resources department. Entrepreneurs, managers and consultants all say they are convinced of the strategic significance of optimising the use of human capital in an organisation. What is even heard all round is that the position of HRM is expected to measurably contribute to the company's competitive capacity.
Date: 05-2001/ Issue 2
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The new negotiator genome
The total human genome was decoded recently - a major evolution in science. Businesses, too, have a kind of genetic make-up closely related to environmental factors. As these factors change over time, we can imagine a fair number of extinctions, mutations and new entrants to the race.
Date: 03-2001/ Issue 1
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