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The purpose of this paper is to propose a holistic set of thinking or cognitive skills for professionals, managers, and executives to stay relevant in a digital economy.

The viewpoint is based on more than 20 years of experience gained working with multinational companies and public sector organizations across various industries in Asia.

To stay relevant in a digital economy, there is a need to develop a holistic set of cognitive skills such as design thinking, process thinking, systems thinking, futures thinking, and creative thinking that complements technical and people skills.

The paper provides senior human resources practitioners with suggestions on a holistic set of thinking skills that complements technical and people skills to help manage organizational capabilities and develop talents to stay relevant in a digital economy.

The paper provides senior human resources practitioners with suggestions on a holistic set of thinking skills that complements technical and people skills to help manage organizational capabilities and develop talents to stay relevant in a digital economy.

This paper contributes to the existing literature on human resource development by providing insights on a holistic set of thinking skills that are needed in a digital economy.

The purpose of this paper is to highlight the importance of developing the “right” attitudes toward change.

The viewpoint is based on more than 20 years of experience gained and insights developed through consulting projects and training conducted for numerous multinational companies and public sector organizations across Asia. An overview of international and national competency frameworks that include change management from Australia, United Kingdom, and Singapore is also presented.

A competent change manager requires a combination of knowledge, skills, and attitude to effect change. While knowledge and skills have traditionally been emphasized, there is a need to develop the “right” attitude as well.

This article is based on the author's personal viewpoint which may be subjective.

The paper provides researchers with an insight on the importance of attitudes as a key contributing factor to change management competency. For the practitioners, it provides another perspective for designing more effective education programs to train change managers with an emphasis on attitudes.

This paper contributes to the existing change management literature by providing insights on the importance of competency, in particular, the “right” attitude required of a change manager.

The purpose of this paper is to identify the key characteristics and propose a working definition of a smart nation.

A case study of Singapore through an analysis of the key speeches made by senior Singapore leaders, publicly available government documents and news reports since the launch of the smart nation initiative in December 2014 was carried out.

Just like smart cities, the idea of a smart nation is an evolving concept. However, there are some emerging characteristics that define a smart nation.

The paper provides an initial understanding of the key characteristics and definition of a smart nation at the nascent stage and a foundation for further research on the topic.

This paper contributes to the existing smart cities and smart nation literature by providing insights to the key characteristics of smart nation and proposing a working definition of the term.

The purpose of this paper is to provide advice to organizations on how to become successful in the digital age. The paper revisits Peter Senge’s (1990) notion of the learning organization and discusses the relevance of systems thinking and the other four disciplines, namely, personal mastery, mental models, shared vision and team learning in the context of the current digitalization megatrend.

This paper is based on content analysis of essays from international organizations, strategy experts and management scholars, and insights gained from the author’s consulting experience. A comparative case study from the health and social sector is also included.

With the current digitalization megatrend sweeping across the globe, the practice of systems thinking would certainly become more crucial for organizations seeking to develop new digital ecosystems. In addition, the application of the other four disciplines of the learning organization would also help to nurture a digital culture for organizations to stay ahead of the competition.

Organizations and digitalization practitioners could benefit from applying systems thinking to develop digital ecosystems, and the other four disciples to nurture a digital culture.

This paper contributes to the existing literature by offering a relook and justifications on the relevance of the five disciplines, in particular systems thinking, in the present times. It offers advice to organizations on how to become successful as part of the digital transformation journey.

The purpose of this paper is to discuss the importance of a role play activity as part of an experiential instructional strategy to develop an empathetic mindset among professionals, managers and executives attending an executive education program in change management.

This paper provides an approach and process for management educators and facilitators of executive education programs to introduce and teach role play for the busy executives to learn about empathy.

Role play is a useful teaching method that helps adult learners understand the importance of seeing things from another person’s point of view especially within a short period of time.

Management educators and facilitators could introduce and teach role play for the busy executives to learn about empathy based on the proposed approach and process in this paper.

This paper provides an approach and process for management educators and facilitators of executive education programs to introduce and teach role play for the busy executives to learn about empathy especially within a short a period of time.

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little emphasis on the informal knowledge processes and the construct remains undefined. The purpose of this paper is to highlight the importance of informal knowledge processes, propose a definition for these processes and link them to the socialization and internalization processes suggested by Nonaka and Takeuchi in the SECI model. The paper offers a fresh perspective on how informal knowledge processes in organizations help to enhance the organization’s learning capability. It will enable scholars and managers to have a better understanding of how informal knowledge processes promote tacit knowledge.

The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative path. Although relying on essentially the same foundation theory, the two disciplines have had minimal crossfertilization. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The purpose of the paper is to highlight the distinction between informal and structural knowledge acquisition and dissemination processes and propose new definitions to differentiate them. Future research should bring together cross-disciplinary studies from OB/strategy and marketing to develop an organizational learning framework to test structural knowledge processes alongside informal knowledge processes.

The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.

The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.

The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.

This paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.

In recent years, action learning has been widely adopted as a problem solving and leadership development tool. The purpose of the article is to reflect on key learning points when initiating action learning sessions and provide tips on what to expect from such sessions.

Documentation of the author's initial first‐hand action learning coaching experience and sharing of lessons learnt in organizing and coaching action learning sessions.

The paper offers a view on how action learning practitioners can overcome initial coaching issues to run more effective sessions.

This article contributes to the existing action learning literature by providing a deeper understanding of key factors affecting action learning. These factors include team member selection, role of the coach, questioning techniques and desired outcomes.