The objective of this paper is to show why having purpose, meaning and values is as vitally important in business as it is in individual lives. We begin by answering the question: What do we mean by these terms? We look at them in terms of organizations, groups and teams and individuals. We show how meaning, values and purpose became essential to our ability to collaborate and how they fit into what we call ?human design specs??our DNA. We examine how purpose, meaning and values can help businesses to grow, get commitment and engagement from employees, improve productivity and how they often mean the difference between business survival and failure. We show that in terms of what humans seek from their lives, a business is not just about making money, it is about forming a tribe, a community of people who share values, who find a sense of meaning in their work and have a shared sense of social purpose.

Innovative leadership can be seen as the ability of a person leading a team to generate and realize innovative ideas. With imagination and communication, they are willing to pull the plug on an idea and redirect time and effort towards an idea with greater chances of materializing. Selfless and authentic, they accept feedback from customers and co-workers. They need to be flexible, adaptable and able to bounce back from failure. The Philippines is now benefitting from innovative leadership in IT to boost its economy. In the past 10-15 years, technology has played a key role in the Philippines? transformation into a leading destination for outsourced services including customer service, finance, and IT, especially business process outsourcing. This paper looks at four examples of successful innovative leaders in the IT sector in the Philippines?with leadership lessons on how to be an innovative leader.

The uncertainties that characterize contemporary business and market environments complicate the challenge of leading innovation and responding responsibly to external trends and developments. More than incremental change may be required. However, when confronted with multiple and interrelated challenges and associated opportunities, many boards find it difficult to obtain the objective and holistic advice they need concerning how best to respond and achieve the adjustments, adaptations or changes that are required. Boards need to re-engage with stakeholders, rethink corporate purpose, priorities, approaches, strategies and business models and seek holistic solutions that embrace supply and value chains. They should also periodically review their agendas, compositions and practices and rethink their role and contribution and that of disruptive and enabling technologies, governance arrangements, collaborators and external ideas in relation to stimulating creativity, enabling innovation and supporting entrepreneurship.

Non-racialism has been inscribed in the constitution since 1994, yet race remains an important aspect of identity amongst all South Africans, even those born after liberation. This research focused on South Africans aged 18-24, born between 1994 and 2000, and sought to understand attitudes towards race, why it remains an important aspect of their identity, what factors may either amplify or mitigate it, and whether they believe that non-racialism is a desirable goal. Following a phenomenological approach, a sample of 12 participants, representative of multiple demographic and socioeconomic statuses, partook in in-depth individual interviews as well as follow-up conversations to uncover patterns, enablers and barriers, drawing on social identity theory literature as a guiding framework. The results show that South African youth?s attitudes are eerily similar to those of global Gen-Z youth: embracing generic humanism, rejecting labels and stereotypes, defining themselves as unique, and focusing on their achievements and ambitions. Their mental models are however tainted by their elders and surroundings. The study has implications for general leadership, people management, and public policy-making.