Paul Daugherty, H. James Wilson, and Nicola Morini Bianzino wrote in 2017 about jobs that, in their opinion, artificial intelligence would create. MIT Sloan Management Review recently interviewed two of the three co-authors to find out what they have learned since that article was published two years ago. For those of us in education, the […]
“It ain’t what you don’t know that gets you into trouble. It’s what you know for sure…that just ain’t so.”
I’m simply looking for evidence that supports the typical assertion about why we use technology in schools, about why we spend so much of our budgets on costly information services and infrastructure.
Senior leaders looking to effect organisational change can serve as champions of that change, provided that they go system-wide and motivate people to learn and change, create the conditions for them to apply what they’ve studied, foster immediate improvements in individual and organisational effectiveness, and put in place systems that help sustain the learning. To […]
Just as Tesla automobiles are becoming a more common sight around the world, one wonders when alternative school models (ASMs for short) will gain similar traction?
The leadership search has concluded, and the appointment of the new head of school has been splashed across the main communication channels of the school and featured on the search firm’s website as an example of a successful placement.
The future of work sounds absolutely amazing, if we are reading and listening to all that is being produced. From the notion of having workspaces that will be configured to match the tasks we are working on at that very moment, to constant feedback on our biorhythms, to the development of portable schools to allow […]
As much as we talk about innovation in international schools today, we know there is plenty of apprehension to engage in innovation. Apprehension tends to centre on the notion of risk, and, given that boards tend to be conservative by nature, it is hardly a surprise that we’re not seeing more innovation.
When something goes wrong in our organisation, too often the immediate reaction is to search for scapegoats, say Costas Markides and Anita McGahan in the most recent issue of London Business School Review (“Achieving Change that Lasts,” vol 26.1). “We rarely look to rectify the underlying structure of the system that encouraged that individual to […]
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