Time in the tech trenches taught Terry Williams there is a lot of smoke and mirrors. To temper his infectious enthusiasm for all things tech, he looks back to a time when the internet was touted as “the next big thing”, and finds he may have something to fear about automation.

Being a business consultant is a challenging role, but Redvespa’s Jamie and Sarah Gibson are doing all they can to ensure caring is a core value of the company. Raewyn Court talks to them about making a difference.

It’s the extroverted individuals who are often noticed (and promoted) in our organisations. But all is not lost, says Douglas Lang. He shares some strategies the introverts among us can adopt to “make our voices heard”.

Leadership isn’t what it used to be, or what it is going to be, say Ruth Donde and Graham Hart. And leadership development is not a training programme or an initiative. It requires continued practise and learning to match the current context.

There’s only one thing holding us back from taking the next step in our career—it’s ourselves, says Rebecca Morris. Be bold, she says. Take the leap to truly understand—and disrupt—the person you are.

With a 2017 PWC CEO survey referring to the job market for data scientists and analytics as an area of “hyper growth”, it’s clear that many organisations are staffing up their analytics teams—but is there a best practice way to do it? Mike Parsons offers some guidance.

Learning is undergoing a revolution thanks to technological advances in social collaboration, interactivity, personalisation and predictive analysis. So why are we still clinging to the lessons of the past? Olivier Pestel has some answers.

Cloud computing is here to stay, says Tony Meredith. It’s rich in functionality and it provides a more dynamic way to meet the changes of business. If you’ve yet to embark on your cloud journey, he outlines some things to think about to ensure plain sailing.

Technology is playing the broker role in the growing gig economy, connecting those who need something done with those who can do it. It’s a two-way marketplace that puts power back into the users’ hands, says Mark Jeffries. Employers need to be aware of the shifts in the 21st century workforce, and explore the benefits of tapping into a wealth of short-term contractors.

Being an effective and influential leader means having the ability to manage yourself effectively, but also that you’re able to adapt your leadership style to your team members’ personalities and their ways of working, says Chris Till.

An employer needs to tread carefully when an employee resigns suddenly, says Paul Robertson. He looks at the case of a preschool teacher who stormed from a meeting saying she would resign “next week”, then claimed she had been illegally dismissed, despite her employer offering to talk things through.