Although education programmes are constantly being renewed, innovation does not always lead to anchored changes in educational practice. One explanation is that educational innovation evolves more dynamics than often is assumed. Instead of following a well-designed plan, the core activities of innovation …

In our world of VUCA (volatile, uncertain, complex and ambiguous), a capacity for change and adaption is vital. However, changing successfully has been a challenging task for both individuals and organizations. Taking into account the insights of neuroscience, this chapter introduces a framework of change …

Trust is a foundation of social (and organizational) order and also serves as the underpinning of healthy relationships, exchanges and transactions. There is a growing concern globally that social and organizational trust is eroding, and that it has become harder for organizations to build and protect …

We hear about disruptive technologies and live in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous). New technologies will change business models as they have always done. However the four VUCA factors have varying impacts on business “which defies confident diagnosis and befuddles executives” …

The challenges faced by business and society in the rapidly-changing 21st century require skills and capabilities that our education system, essentially fit-for-purpose in the 19th Century, struggles to provide. In this brief paper, presented at the Rotterdam TEDX-Rotterdam Clean Tech Delta forum on …