Few industrial engineering and management contributions are as seminal as the time-motion studies pioneered by Frederick Taylor and the husband-and-wife team of Frank and Lillian Gilbreth in the early 20th century. These studies laid the foundation for modern efficiency and productivity optimisation practices. Frederick Winslow Taylor, often dubbed the “father of scientific management,” introduced principles

The concept of T-groups, or training groups, emerged from the innovative work of Kurt Lewin, a pioneering social psychologist. The inception of T-groups can be traced back to the late 1940s, marking a significant development in human relations and organisational development. Lewin’s work laid the foundation for experiential learning and has profoundly impacted how individuals

In the early 1990s, Robert Kaplan and David Norton introduced the Balanced Scorecard, forever changing how organisations measure and manage performance. This performance measurement framework was born out of a need to go beyond traditional financial metrics and provide a more comprehensive view of organisational performance. The story of the Balanced Scorecard is not just

Design thinking, a human-centred approach to innovation, has transformed how organisations approach problem-solving and product development. IDEO, a global design company, played a pivotal role in popularising this methodology, which integrates people’s needs, technology possibilities, and business success requirements. The impact of design thinking is profound, fostering innovation across various industries and revolutionising traditional business

In the 1970s, Robert K. Greenleaf introduced a groundbreaking concept that would reshape the understanding of leadership: servant leadership. Unlike traditional leadership models that emphasise the leader’s power and authority, servant leadership prioritises the team’s needs, fosters growth, and enables high performance through support and empowerment. This paradigm shift has had profound implications for modern

In the early months of 2010, Google embarked on a journey to decode the elements that make teams successful. This initiative, known as Project Aristotle, was named after the Greek philosopher who believed that the whole is greater than the sum of its parts. The project’s findings revolutionised the understanding of team dynamics, highlighting the

General Electric (GE), one of the most storied corporations in American history, has long been recognised for its innovative business approach and commitment to fostering a dynamic organisational culture. Throughout its history, GE has consistently been at the forefront of implementing progressive people policies that enhance employee engagement and satisfaction and drive the company’s success.

Entrepreneurial One story from the early days of FedEx stands out as a legend – a tale steeped in risk, resilience, and the indomitable spirit of its founder, Fred Smith. At the heart of this story lies a pivotal moment: the famous “Federal Express” paper, a gamble that would redefine the company’s fate and establish

The Competing Values Framework (CVF) is a culture diagnostic model that has long been regarded as a significant tool in understanding and evaluating organisational culture. It offers invaluable insights into the diverse dynamics that shape modern workplaces. Developed in 1983 by Robert E. Quinn and Kim S. Cameron, this framework has revolutionised how organisations perceive

JOHARI Window is a model that has stood the test for the last seven decades as a tool that has remained relevant in interpersonal communication and organisational psychology. Developed by psychologists Joseph Luft and Harrington Ingham in 1955 (JO from Joseph and HARI from Harrington = JOHARI), the JOHARI Window has emerged as a foundational