Productive networking, shared good practice, organisational alignment, 'joined up' thinking, not to mention joined up behaviour. It all seems to make sense so why is a 'silo' mentality still so prevalent?

Use our checklist to assess the readiness and capability of your organisation to achieve sustainable change. Eary on in the process you need to know whether there is a risk that you may bite off more than you can chew.

The last decade has seen massive change. The workplace has evolved constantly so that companies can keep pace with the demands of an ever shifting competitive market. The modern business needs to be adaptable, flexible and light on its feet. This means new roles for managers and leaders. They need to operate differently, and they need new behaviours and new skills. The old command and control model is no longer appropriate.

To some of us the word engagement conjures up images of proposals, promises, commitment, and possibilities for a bright future. To others it means restriction, loss of freedom and a bleak future! Leaving aside any dodgy jokes about who does what to whom, there are parallels in employee engagement. In particular, engagement is two-way and requires commitment from both parties.

History shows that every economic crisis produces both winners and losers. It leads to a redistribution of power, infuence and wealth, with consequent heightening of social tensions. A reform pressure arises, which also enables necessary renewal. When times are tough the challenges facing organisation are complex...

As in other walks of life, confidence is an essential component for success in business. When confidence wanes at any level of the economy - as has been all too evident in recent years - it impacts on business and the effects are all too often painfully clear to see. The corporate world retreats into resignation and cautious acceptance, battening down the hatches to weather the storm...

In business, it's easy to slip into complacency, especially when things are going well. A case of when the tide's in you can't see the rocks. However, what happens when (economically speaking) the tide goes out, exposing the jagged, treacherous rocks in all their scary menace? Logically, what should occur is the implementation of a robust, strategic, corporate plan to deal with any downturn and emerge stronger. On that point, businesses would obviously agree. However, the rub lies in deciding exactly which approach to take. Knowing exactly what's required.

"You're fired" the legendary catchphrase from Britain's most notorious boss, Lord Sugar, is once again ringing out of television sets across the country. The Apprentice, now in its seventh series, is back on our screens, and with almost nine million viewers it's clear to see that self-made millionaire Alan Sugar is doing something right in the boardroom. While the success of the celebrity entrepreneur is not in dispute the example television shows such as the Apprentice are setting young aspiring managers is up for debate.

As the British losses rise in Afghanistan it is perhaps fitting that the Prime Minister has himself come under attack, facing some strong criticism about a perceived lack of resources for our troops who are serving in the campaign...

Peter Honey wonders why, when learning opportunities are staring them in the face, some people choose to look the other way...