Momentum

The business magazine of UQ Business School

Keeping you up-to-date on the latest business thinking, research insights and expert opinion. Subscribe to get Momentum updates delivered straight to your inbox.

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  • Corporate sponsorship of charities is on the rise and offers benefits for both sides – though choosing the wrong partner can damage reputations. Now research has cast new light on what makes a successful sponsorship deal.
  • We take a look at a few useful business podcasts that could pep up your journey, and make you more effective when you get there.
  • Momentum takes a look at doing good. And why it might just be the best business decision you ever make.
  • Trust. Jack Welch, former Chair and CEO of General Electric, believed it was the only way to get employees to do their best. Yet in turbulent times, and in the face of economic crises, trust is often under threat. How do companies build trust? And when trust is lost, what can be done?
  • What do businesses that grow fast have in common? If we knew that, we could bottle it.
  • 850 million people are active on Facebook every month. 175 million tweets were sent in through Twitter every day in 2012. Our passionate affair with social media has not burned brightly then fizzled. It is developing all the characteristics of a relationship that is here for the long-haul.
  • Boards are not just for big companies – the knowledge and contacts that experienced board members bring can help small companies to fast track their growth.
  • As consumers become more sophisticated, tourism and leisure businesses are no longer simply providing a service but selling an experience. Now research is casting new light on what tourists really want and how to design experiences to meet their expectations.
  • Renowned business mentor John Bittleston has had a 60-year career in business. In the first of two interviews with Momentum, he recalls how he found his first mentor at the age of 13 when a ploughman taught him how to create a straight furrow across a field by fixing his eyes on a tree at the other end. He discusses his own approach to mentoring and the importance of helping people to find their own ‘tree’.

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  • Successful business leaders need two things: a business to drive, and followers – colleagues, employees and customers – who believe in them enough to accept direction, and to join them on their journey.
  • Salaries for corporate bosses have skyrocketed. The question is, are shareholders getting value for their outlay?
  • The great race to get in on the growth in Asia is on and, according to Dr Yunxia Zhu, Senior Lecturer in Strategy at UQ Business School, like Black Caviar at Royal Ascot or an 800 metre swim at the London Olympics, the winners will be determined by a nose, by the 0.02 seconds lead they wrestle from the challengers.
  • While most other areas of business activity undergo radical reinvention, what are human resource managers doing differently to stay relevant? Associate Professor Polly Parker says personal responsibility plays an important part.
  • It used to be ‘Show me your friends, and I’ll tell you who you are’, now it’s the ads targeted to your demographic, your location and your recent status updates that tell most about you. Big data is the DNA of consumer behaviour. We look behind the hype for what it means to your business.
  • ‘Two-speed economy’ has become a bit of a business catch phrase, some might say cliché. We talk to 20 leaders about what it means to their businesses.
  • Celebrities have been walking off the movie set and the sports field to help promote brands for decades. Dr Ravi Pappu of UQ Business School argues that research now shows there are measurable benefits in brand credibility to linking your name to a rising star.
  • Cash flow and customers – your business needs both. But in times of rapid change, just about everything else is up for grabs. What business skills will keep your company relevant? What are the capabilities of Business 3.0?
    Five UQ Business School thought leaders give their take on core capabilities for competitive corporations.

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