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Anthony Goodman is a partner with Tapestry Networks – a professional services firm that convenes networks of leaders to address some of the most significant challenges facing business and society. He runs several networks of blue chip boardroom leaders in the Europe and the United States. Before joining Tapestry Networks, Anthony was CEO of Omnicom Group subsidiary Smythe Dorward Lambert, Inc., a consultancy that specialised in leadership development, change management, and employee communication. - -
Review from the top
At the recent Financial Times ‘View from the Top’ conference, the power of innovation and the rise of China were popular topics of conversation
In praise of committees
Cisco’s committee structure has been panned by many commentators. But the problem could be communication of what this structure really means
US board directors need to forge a new alliance
Changes to corporate governance in the US will force directors to rethink their relationships with stakeholders
Change is a challenge for Britain’s party leaders
The leaders of the UK’s political parties are ill-equipped to steer the transformation required in the next few years
Why reset the economy back to the 1970s?
Chief executives speak of the need to ‘reset’ the US economy, but what does this mean and what are its implications?
Found: a performance-enhancing drug for boards
Is there any truth in the idea that companies with more women directors on their boards do better than those without? Is oestrogen the performance-enhancing drug that can wake up sluggish boards?
National leaders reflect national character
Most academic research suggests that different countries admire different leadership traits, very little research has focused on political leaders
When a leader needs a sick note
Chief executives owe it to the various stakeholders in their companies to come clean about their health
What to do with spouses?
Taking care of leaders’ wives and husbands, whether in politics or business, is always tricky, writes Anthony Goodman
Perils of looking around corners
Leaders should beware of predictions and instead prepare for a range of eventualities, writes Anthony Goodman
