Seven less obvious ways to improve business performance, from letting teams set their own goals to mapping your whole business. Practical ideas for leaders.

Discover why trusting your gut matters in business, how intuition strengthens decision-making, and practical ways to hear your instincts above the noise.

A business is never just a business. Its impact ripples through employees, families, suppliers, customers and communities, creating economic and human value that reaches far beyond its own four walls.

Explore the different disciplines of business finance, including commercial, strategic, statutory, manufacturing, treasury, M&A and turnaround finance — and why cash underpins them all.

AI is giving experts new ways to share knowledge and ideas. Heather Ogilvie explores how AI can help us communicate experience without replacing the human expertise behind it.

Discover why The Ogilvie Business School in Dundee, Scotland, was created by founder Heather Ogilvie, and how our practical, experience-led programmes help entrepreneurs, professionals and leaders build real commercial capability.

Why aren't more people self-employed? Explore the seven biggest barriers to entrepreneurship, from fear and self-worth to education, risk and confidence, and discover what really stops people starting a business.

Why are LinkedIn selfies everywhere? Explore the rise of the LinkedIn selfie, the psychology behind visibility, confidence and personal branding, and why some selfies work better than others. Insights from Heather Ogilvie and Ogilvie Advisory.

Why do so many capable people struggle to recognise their own value? Heather Ogilvie of Ogilvie Advisory explores 10 common reasons people underestimate themselves and how to build greater self-trust, confidence and self-worth.

One of the things people do not talk about enough in business is how lonely leadership can become once you step into senior roles.

One of the most interesting dynamics inside organisations is how differently people think, communicate and process information. Over the years, I have often found myself working between what I loosely describe as “left-brain” and “right-brain” leadership styles.

One of the biggest things I have learned throughout my career is that businesses are emotional systems, whether people acknowledge that openly or not.