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Under such circumstances, the well-worn observation that every crisis holds an opportunity might feel like somewhat empty, hopeful optimism. But, faced with these realities, business leaders are sure of one thing: doing nothing is not an option. The change was driven by managers who observed an economic phenomenon. They saw that the costs of guide vehicle maintenance dropped when women were drivers, that they used less fuel, and that vehicles lasted longer.
We continue to see this today as critical sectors like mining and telecommunications find transformative solutions to problems like loadshedding. Hewlett-Packard was faced with unprecedented competition and disruptive technological innovation globally. In 2001, it launched a dynamic leadership programme to equip managers to handle rapid changes. The programme trained more than 8,000 managers in its first year and yielded a 15-fold
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