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The purpose of this article is to provide an interview with Rupert Merson, author of Guide to Managing Growth.

The interview is conducted by an independent interviewer.

Rupert Merson teaches new venture development and managing growth at London Business School. Formerly a partner at BDO, he now runs his own consultancy advising firms on how to manage growth. Rupert publishes frequently in the national press on a broad range of business topics. He has published four books on the key roles in the growing business, and co‐authored a fifth book on the family business. A sixth book, Rules are Not Enough, on corporate governance, was published in February 2010. His latest book Guide to Managing Growth was published by The Economist in the Summer of 2011.

Rupert Merson looks at the pitfalls of management in maintaining and planning for growth. Through his interview, Rupert offers practical advice on what businesses should be doing in order to sustain successful growth.

Growth is not something that, once initiated, can be left to its own devices. Rupert gives valuable insight and offers pointers as to how HR professionals can stay on top of company growth strategies and reach company targets.

The purpose of this article is to provide an interview with Herta von Stiegel, author of The Mountain Within.

The interview is conducted by an independent interviewer.

Herta von Stiegel established Ariya Capital in 2008 to focus on Africa as the next major opportunity for sustainable venture and private equity investments. She has 25 years of experience in international finance and has led debt and equity transactions in excess of $10 billion. She was MD at AIG Financial Products, where she built a successful European structured finance division, and has also held senior positions at Citibank and JP Morgan in London and New York. She is founder of the Prince's Trust Women's Leadership Group, member of the Women's Leadership Board at Harvard University and serves on the board of the Committee of 200, an organization of the world's most successful women entrepreneurs and corporate leaders.

Herta von Stiegel examines the attributes and pitfalls of leadership in the corporate world by drawing parallels with an expedition she undertook with disabled climbers to the summit of Mount Kilimanjaro. She interviews many global leaders throughout the book.

Leadership and personal development are skills which require a high level of introspection in order to be harnessed effectively.

The purpose of this article is to provide an interview Lyssa Barber, Managing Consultant and Head of Private Wealth Management at specialist financial recruitment company Allemby Hunt

The interview is conducted by an independent interviewer.

Lyssa Barber is Managing Consultant and Head of Private Wealth Management at specialist financial recruitment company Allemby Hunt. She has extensive experience and specialises in wealth and investment management recruitment.

Lyssa Barber explains the recruitment process and highlights the potential problems arising with senior management recruitment in times of economic downturn.

Recruitment consultancy can considerable relieve the pressure on busy Human Resource departments.

The purpose of this article is to provide an interview with Andrew Kilshaw.

The interview is conducted by an independent interviewer.

Andrew Kilshaw is Chief Learning Officer at Nike Inc., responsible for overseeing the development needs of over 37,000 employees in Nike's global work‐force. His varied background led from studies at Manchester University and Coventry Business School, to IMD, Lausanne, where Andrew received an MBA with distinction. Andrew has since worked with numerous top‐tier global companies, and specializes in leadership development and talent management.

The paper provides insights from Andrew Kilshaw about his role at Nike Inc., the learning and development profession, and strategies to develop and retain talent.

The purpose of this article is to provide an interview with Charles Jennings.

The interview is conducted by an independent interviewer.

Charles Jennings is the director of Duntroon Associates, a leading learning and performance consultancy practice focused on helping organizations build their ability to deliver maximum business benefit from their workforce. He is also a principal of The Internet Time Alliance, a think‐tank of leading learning and business performance practitioners helping organizations exploit emerging practice and informal and social learning to “work smarter”. From 2001 until the end of 2008 he was the chief learning officer for Reuters and Thomson Reuters.

Charles Jennings explores the concept of governance in learning and development and how learning and development professionals need to become involved with business strategy.

The paper reveals that learning and development professionals need to develop core consultancy skills in order to communicate and deal effectively with key stakeholders and thus help define company strategies.

The purpose of this article is to provide an interview with Prof. Robert Kaplan, author of What to Ask the Person in the Mirror.

The interview is conducted by an independent interviewer.

Robert Steven Kaplan is a professor of management practice at Harvard Business School and former vice chairman of the Goldman Sachs Group. He is also co‐chairman of Draper Richards Kaplan, a global venture philanthropy firm. He advises numerous companies around the world.

Professor Robert Kaplan examines the self‐development of leaders by giving practical insight on how a leader can ask the right questions.

Leaders must learn how and what to question of themselves in order to become effective.

The purpose of this article is to provide an interview with Hal Gregerson, author of The Innovators DNA.

The paper provides an interview with Hal Gregersen is professor of Leadership at INSEAD, who consults to organizations around the world on innovation, globalization, and transformation and has published extensively in leading academic and business journals. In this interview discusses, The Innovators DNA, a book which emerged from an eight‐year collaborative study in which sought to uncover the origins of innovative – and often disruptive – business ideas. The interview is conducted by an independent interviewer.

Through the book, which Hal co‐authored with Jeffrey Dyer and Clayton Christensen, it was discovered that there are five skills that innovators traditionally engage in: questioning to provoke the status quo; observing like an anthropologist; networking for ideas not for careers; experimenting; and associational thinking i.e. connecting the unconnected.

The paper highlights that the great innovators of the world not only think differently, but also act differently.