LEAD STORY
Neuroscience and
the 21st Century
LEADERSHIP CHALLENGE
Alistair Schofi eld
Director
MyBrain International Limited
I
n 2001 the legendary business guru Peter
Drucker said: “The traditional company,
which is now 120 years old, is not likely
to survive the next 25 years. Legally and
fi nancially yes, but not structurally and
economically.” If he was right, as he
was about most of his predictions, then
we are today right in the middle of that
change.
We a l l k n ow a b o u t t h e i m p a c t
machinery, computers, and the internet
have had on the economic landscape, but
far less attention is paid to the way we work,
the types of challenges people face and the
relationships employees have with their
organisations. Yet surely, this is the area
where the greatest change is occurring? It is
a change of enormous magnitude, being the fi rst
time in history that the expectations we have of our
employees, are in direct confl ict with the default ways
in which human brains work.
Broadly speaking, human brains perform three
cognitive functions: they manage our instinctive
and automatic functions; they store and retrieve our
memories;and they enable us to think.
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| Vol. 10 Issue 1 • JANUARY 2019, Noida