Christopher Daniel

The green transition will only accelerate as emerging technologies, regulatory pressures, consumer expectations, and climate challenges continue to converge.



Discover how governments can take on a bolder and more decisive leadership role, empowering businesses to not just survive but thrive in our journey toward a sustainable future.

Traditional approaches at the center of government aren’t ready for the challenges of today’s world. Discover the four key principles governments can adopt to ensure that the center is more effective, agile, and collaborative—and focused on action rather than oversight.

Why do 85% of innovation ecosystems fail? The most frequent reason is governance issues. In “An Ecosystem Approach to Governing Innovation Hubs”, my co-authors @Faisal Hamady, @Tejus Kothari, @Justin Manly, @Johann Harnoss, @Amy MacDougall, @Christian Meyer, @Ulrich Pidun, @Kristen Sproat and I lay out the five critical factors of effective governance in innovation ecosystems and look at case studies of ecosystems in the US, Saudi Arabia, and Germany to identify what works and what doesn’t.

Clusters can serve as powerful drivers of economic development, boosting a country’s productivity and speeding its transition toward a knowledge-based economy built on high-quality jobs. To fully realize these benefits, governments must choose their cluster investments strategically

An economic value proposition can help governments attract #talent and #investment. To get started, governments need to focus on a few critical economic priorities - and build on their strengths. #BCGonPublicSector

It’s no secret that many current government structures are ill-suited to the modern world. What may be surprising is that many governments acknowledge an overhaul is overdue. But it’s easier said than done.
Boston Consulting Group outlined a new blueprint for government to help leaders meet the challenge.

We identified three pillars of public sector leadership:
• Be a transparent leader
• Lead the network
• Impact the country.
These three pillars can help you, as a public sector leader, to navigate the choppy waters of heading up complex ecosystems, balance short- and long-term goals, maintain a high-profile persona, and discharge your ethical responsibilities. All this despite having accountabilities that may be ill-defined.
In trying to solve these complex problems, some… عرض المزيد

We identified three pillars of public sector leadership:
• Be a transparent leader
• Lead the network
• Impact the country.
These three pillars can help you, as a public sector leader, to navigate the choppy waters of heading up complex ecosystems, balance short- and long-term goals, maintain a high-profile persona, and discharge your ethical responsibilities. All this despite having accountabilities that may be ill-defined.
In trying to solve these complex problems, some leaders – whether mayors, government ministers or senior civil servants – have started to demonstrate an approach that the Centre for Public Impact calls the “Shared Power Principle”. Given that citizens vote on the results that the public sector delivers, leaders are increasingly using the tenets of this principle to address the twin challenges of effectiveness and legitimacy, often under stringent time pressure.
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For too long, most organizations have followed a standard approach to leadership development: select high-potential employees, put them through a standardized leadership development program that builds a set of competencies, and hope that they emerge as better leaders. Leadership development was seen as a one-size-fits-all package. But this approach no longer works. What today’s leaders need is individually tailored, experience-based learning that can be consumed—thanks to digital… عرض المزيد

For too long, most organizations have followed a standard approach to leadership development: select high-potential employees, put them through a standardized leadership development program that builds a set of competencies, and hope that they emerge as better leaders. Leadership development was seen as a one-size-fits-all package. But this approach no longer works. What today’s leaders need is individually tailored, experience-based learning that can be consumed—thanks to digital technologies—anytime, anywhere. عرض أقل

Powerful forces are transforming society—and creating challenges for governments around the world. Citizens, now accustomed to the ease of buying products from Amazon or hailing rides from Uber, have greater expectations about the way their government should deliver services. In addition, as technologies such as artificial intelligence (AI) advance at a breakneck pace, government must respond to both the opportunities and the disruptions that result. Meanwhile, globalization is increasing… عرض المزيد

Powerful forces are transforming society—and creating challenges for governments around the world. Citizens, now accustomed to the ease of buying products from Amazon or hailing rides from Uber, have greater expectations about the way their government should deliver services. In addition, as technologies such as artificial intelligence (AI) advance at a breakneck pace, government must respond to both the opportunities and the disruptions that result. Meanwhile, globalization is increasing the interconnectedness of countries and economies, creating a host of new “wicked problems”—complex and daunting challenges such as the refugee crisis and rapidly spreading infectious disease outbreaks—that require coordinated action from a large number of stakeholders.

So far, however, governments are not responding to these societal shifts. They continue to operate the way they have for centuries, with structures that are hierarchical, siloed, and bureaucratic. But the speed of social change is too great for most governments to handle in their current form. And the pace is likely to accelerate. The time has come to fundamentally re-examine and remake the structure of government.
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Governments must deliver more to their citizens—and do so more efficiently and effectively than ever before. But a surprisingly large number of public sector organizations are hobbled by poor performance at one critical layer of management: frontline leadership.
Again and again, we find that frontline leaders are the key to delivering breakout performance. These are the people who serve one or two layers above frontline employees and directly supervise as much as 80% of the overall… عرض المزيد

Governments must deliver more to their citizens—and do so more efficiently and effectively than ever before. But a surprisingly large number of public sector organizations are hobbled by poor performance at one critical layer of management: frontline leadership.
Again and again, we find that frontline leaders are the key to delivering breakout performance. These are the people who serve one or two layers above frontline employees and directly supervise as much as 80% of the overall workforce. They include the manager of a small group of researchers at a government agency, the head doctor or head nurse in a public hospital, the principal in a public school system.

Frontline leaders have an outsize influence on public sector performance—but only 20% to 30% of a typical organization’s leadership development budget targets them. Public sector organizations looking to ensure accountability, boost productivity, and deliver superior outcomes must change their approach to identifying and developing frontline leaders.
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Companies spend a tremendous amount of time and money on leadership development for their executives. But they often fall short when it comes to developing their frontline managers, a larger group that can likewise have a significant impact on a company’s performance. These are the people who are one or two layers above frontline employees. They are new to management—in their first or second role overseeing teams—but they run core activities in the company and directly affect customer… عرض المزيد

Companies spend a tremendous amount of time and money on leadership development for their executives. But they often fall short when it comes to developing their frontline managers, a larger group that can likewise have a significant impact on a company’s performance. These are the people who are one or two layers above frontline employees. They are new to management—in their first or second role overseeing teams—but they run core activities in the company and directly affect customer interactions. They are the primary face of leadership for the majority of the workforce. As a result, they have a tremendous impact on productivity, employee engagement, attrition, and customer satisfaction.

Effective development of frontline managers requires a new approach. Rather than offering broad-based, conceptual training, companies need to identify specific priorities for these leaders; in addition, they need to offer real-world tools and solutions that can be incorporated into managers’ daily and weekly routines, and they need to reinforce the approach through broad organizational support. عرض أقل