Wood Group Told of UK's FCA Investigation Into Company
John Wood Group Plc, the UK energy-services firm, said the country's Financial Conduct Authority began an investigation into the company spanning a 22-month period.
The Scottish firm said in a statement on Friday that the probe covers the period from Jan. 1, 2023 to Nov. 7, 2024.
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Gizmodo
22 minutes ago
- Gizmodo
Good News! Jeff Bezos Is Married
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Yahoo
27 minutes ago
- Yahoo
Motor racing-Former Ferrari boss Montezemolo becomes a McLaren Group director
By Alan Baldwin LONDON (Reuters) -Former Ferrari boss Luca di Montezemolo has joined the board of historic rival McLaren, a move that would have been unimaginable not so long ago. A filing with Companies House by Abu Dhabi-owned McLaren Group Holdings, which controls Woking-based sportscar maker McLaren Automotive, registered Montezemolo as a director on June 27. The 77-year-old Italian joined Ferrari in 1973 as founder Enzo Ferrari's assistant and became team manager in 1974, a year before the late Austrian triple champion Niki Lauda secured his first title. He also presided over the Formula One team during a golden era when Michael Schumacher won five of his career seven titles between 2000-2004 and served as chairman of both Ferrari and parent FIAT. McLaren and Ferrari, the two oldest and most successful teams in Formula One history, have been rivals for decades and were involved in a notorious 'Spygate' scandal that erupted in 2007. British-based McLaren were stripped of all their championship points and fined a record $100 million over a dossier of stolen Ferrari technical documents found in the possession of McLaren's chief designer. Both Ferrari and McLaren are under different management now, with Montezemolo resigning his roles at the Italian luxury sportscar maker in 2014 and focusing on other business interests. CYVN, majority-owned by the government of Abu Dhabi, created McLaren Group Holdings in April after completing its acquisition of McLaren Automotive. The group includes a non-controlling stake in McLaren Racing, the Formula One team whose majority shareholder is Bahrain's Mumtalakat and which operates completely independently. Paul Walsh, executive chairman of McLaren Racing, is also one of the nine directors of McLaren Group Holdings, while McLaren team principal Andrea Stella previously worked for Ferrari. McLaren are the reigning Formula One constructors' world champions while Ferrari last won a title in 2008. Seven times world champion Lewis Hamilton, who took his first title for McLaren in 2008, is now driving for Ferrari. News of Montezemolo's new role was greeted with some amazement in Italy. "Montezemolo-McLaren: What a slap in the face to Ferrari," said sports newspaper Tuttosport in a headline. ANSA news agency quoted Montezemolo as saying his heart "is and always will be red" and his new role was on the automotive side and did not involve Formula One.
Forbes
an hour ago
- Forbes
How A Corporate Influencer Program Can Feed Your Thought Leadership
Enabling your subject-matter experts to find and articulate their best ideas is a win-win for the ... More employee and the company and can lead to a stronger thought-leadership pipeline. Last year at Europe's biggest HR conference in Cologne, I spent several days immersing myself in the world of the corporate influencer program. I hung around the so-called corporate influencer stage, listening in on discussions about how companies are equipping employees to build personal brands and become visible ambassadors on LinkedIn. As I soaked it all in, a question began to form: What if we bridged the best of these grassroots influencer programs with the discipline and strategic focus of organizational thought leadership? This isn't just a theoretical exercise. As the nature of B2B competition shifts, organizations are waking up to the reality that every company now competes on the strength of its ideas—on the insights it can offer customers, clients, and even the industry at large. At the same time, corporate influencer programs are booming, often led by comms or HR teams seeking to humanize the brand and boost reach by empowering everyday experts to share what they know. But what if these influencer initiatives could do more? What if they became feeder systems that both sourced and nurtured the next generation of organizational thought leaders and ideas for thought-leadership content? The Silo Problem: Thought Leadership and A Corporate Influencer Program Can Run on Parallel Tracks Traditionally, organizational thought leadership is anchored in research and often managed by marketing, strategy, business development or a research department. The role of the thought leadership function is to surface bold ideas, build organizational authority, and drive meaningful conversations in the market. Thought leadership is deliberate, slow-cooked, and typically relies on formal research, editorial rigor, and tightly controlled messaging. Corporate influencer programs, by contrast, tend to live in the communications or HR function. They focus on encouraging employees to share content, engage on social platforms, and build their personal and professional brands. Unlike their colleagues in thought leadership, those running influencer programs are often doing so off the side of their desks—juggling employee advocacy with their regular day jobs. And here's the irony: Some of the very best insights, customer stories, and market-tested ideas never make it into the formal thought leadership pipeline. They live—and die—at the level of individual social posts. Why A Corporate Influencer Program Should Become A Feeder To Thought Leadership Why advocate for a bridge between these worlds? Because innovation and credibility don't flow from the top alone. Organizations that treat thought leadership as an ivory tower exercise—populated by a select few in strategy or research—risk missing out on the creative energy and lived expertise of employees working on the front lines. The best thinking in your organization may not reside solely in the C-suite or with seasoned researchers. Instead, it may come from customer-facing staff, operational leads, or junior analysts who see daily what's working and what's not. When you confine thought leadership to a handful of executives, you not only limit the diversity of ideas but risk intimidating subject-matter experts who might otherwise contribute. Corporate influencer programs excel at frequent, authentic content creation. Their participants are natural storytellers—sharing wins, lessons, and real-life anecdotes that put a human face on the business. Done well, these programs also teach employees to spot a story, find the angle, and bring it to life in a conversational voice—often at a much faster cadence than the typical thought leadership publication cycle. But here's the crucial point: Most influencer programs don't teach the next step—how to turn these everyday stories into strategic, research-backed, or insight-rich content that shapes conversations in your industry. That's where the opportunity lies. What Thought Leadership Can Learn From A Corporate Influencer Program What A Corporate Influencer Program Can Learn From Thought Leadership How can HR, communications, and marketing leaders bring these two worlds together? Here are five actionable steps to start today: 1. Build a Two-Tier Talent Pipeline Develop an internal program that scouts for promising voices in your influencer initiative and offers them a 'next-level' pathway—one that includes mentorship in research-based writing, story-finding, and publication in more authoritative channels (corporate blogs, industry journals, op-eds). 2. Host Regular Ideation Jams Borrow from design thinking. Host quarterly or monthly sessions where employees across roles share their observations, stories, and hypotheses about the market. Use structured facilitation to identify patterns and potential 'big ideas' that can be developed further. 3. Provide Writing and Editorial Coaching Not every influencer is a natural writer. Offer workshops, editorial support, and ghostwriting resources to help emerging voices move from LinkedIn posts to long-form articles and even studies. 4. Celebrate Both Engagement and Depth Recognize and reward both frequent engagement (social shares, employee advocacy) and strategic, high-impact contributions (publication in industry media, keynote speaking, research reports). 5. Measure—and Report—Impact Set clear KPIs for both programs. For influencers, look at reach, engagement, and qualitative impact (such as story resonance). For thought leadership, track metrics like inbound inquiries, media citations, and influence on client conversations. A New Era: Why Every Company Must Compete on Thought Leadership B2B buyers are overwhelmed with information, but they crave high-quality thought leadership to make strategic decisions. The most successful firms are those that manage to consistently surface, shape, and share their best thinking—not just from the top, but from throughout the business. In this environment, the distinction between the influencer and the thought leader begins to blur. The future belongs to organizations that can build a culture where expertise is not hoarded, but shared, where the spark of an employee's social post can ignite the next big, market-defining idea. If you're building a corporate influencer program, don't stop at personal branding. Invest in helping your employees build the storytelling, ideation, and articulation skills needed to create real thought leadership. In doing so, you'll not only amplify your organization's voice but also attract, develop, and retain the talent that will define your industry's future. Thought leadership, at its core, is about shaping the agenda—not just following it. By merging the human energy of influencer programs with the strategic rigor of thought leadership, you'll ensure your organization stands out in a noisy world—and leads it.
