Life Changing: A Philosophical Guide When things fall apart, people lose their nerve. They become cynics in the shallow, self-interested, sense, jaded nihilists concerned only for personal gain. Diogenes reminds us that this is not the way to happiness. We can enjoy a happy li...fe in any kind of society so long as we learn to make do with less.
Why This Company Puts On A Mass Wedding For Employees Mexican maquiladoras--manufacturing operations on the U.S. border--are known for having poor working conditions and low pay. As a result, annual turnover rates often reach as high as 100%. At Plamex, a maquiladora in Tijuana that builds devices for Plantronics--annual turnover is just 36%. It might have something to do with the weddings.
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. Report: Making The Business Case For Enterprise Social Networks
BRAVE Framework for Thinking About Culture | PrimeGenesis Organizational Culture: So Important – So Misunderstood We created some new frameworks for the 3rd edition of our book The New Leader's 100-Day Action Plan. One of those is the BRAVE cultural framework. At some level, everyone knows culture is important, but people struggle to define, understand, and influence it.
Great Company Culture Isn't Pricey
Corporate Culture: The Only Truly Sustainable Competitive Advantage
Women And Collective Intelligence Will Solve Our Planetary Crises Sustainability is a so-called wicked problem. It is complex, difficult to define, impossible to solve in a linear fashion and the aspects of the problem are so interrelated that it is impossible to consider (and therefore impossible to model) all of the unintended consequences that might accompany any single “solution.” This complexity makes us anxious.
Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Performance-oriented cultures possess statistically better financial growth, with high employee involvement, strong internal communication, and an acceptance of a healthy level of risk-taking in order to achieve new levels of innovation.
Strategy seems to have fallen on hard times. In his recent Fast Company piece “Culture Eats Strategy for Lunch,” author Shawn Parr joins a long list of commentators, psychologists, authors, and consultants who’ve used that dietary line to argue that company culture is a greater determinant of success than competitive strategy. A strong culture is important, and for all the reasons Parr mentions: employee engagement, alignment, motivation, focus, and brand burnishing. But is it the most important element of company success, as the more ferocious of the culture warriors assert? Is long-term success, as Parr writes, “dependent on a culture that is nurtured and alive”? If history is any guide, the answer to both questions is no. Culture Vs. Strategy Is A False Choice
In 2005, the Best Buy headquarters in Richfield, Minnesota, started shifting over to a “results only work environment,” or ROWE. Employees could decide when and where they worked as long as they met certain measurable goals. No more Monday-through-Friday or 9-to-5. Want to come in at 2 p.m. on a Tuesday? Bosses, Stop Caring If Your Employees Are At Their Desks
Meg Whitman Makes HP Execs Give Up Cushy Offices To Work In Cubicles In her attempt to remake HP back into its former egalitarian self, Meg Whitman has stolen a page from Mark Zuckerberg. Whitman has moved all the HP top brass -- including herself -- out of their cushy offices and into cubicles, reports CRN. While there are no public photographs of the new digs, a source told us these work spaces are your average, innocuous cubes.
Here's How Screwy HP's Culture Was
Sorry, you're not funny enough to work here workplace Allison Linn CNBC Feb. 6, 2012 at 7:15 AM ET He's a great worker, but that joke was terrible! You may need to have more than a head for numbers to get a job in finance these days. A new survey of chief financial officers finds that most think it’s somewhat or very important to have a sense of humor if you want to fit in with their companies.
Insider secrets for getting help at the Apple Store Insider secrets for getting help at the Apple Store Whether you broke your iPhone or you need to learn how to edit video on your Mac, the Apple Store has services to assist. Here are tips to navigate it from a former employee. Read more → Real-time big data analytics with IMDG technology
Guerrilla Artist Replaces Ads With Poetry The Scottish artist, Robert Montgomery, like countless street artists who came before him, hijacks billboards and bus stops to display his melancholic verse. For ten years, he’s been replacing ad pitches with poetry and presenting commentary on culture, ranging from consumerism to beauty in bold white type set against a black background. Though not really a street artist, Montgomery takes inspiration from the Situationist tradition of détournement – capturing the audience’s attention in unexpected ways within the public realm.
Daniel Mezick's new book for the agile manager due out in March. He was so kind to offer me a preview, from which I quote. Everything is changing, and changing more rapidly than ever before. The rate of this change is increasing like never before. In 1978, Chris Argyris & Donald Schön published Organizational Learning. The Culture Game - ... a beginner at something
The CLOUDFinance Daily
A recent Inc.com article states that employees need freedom, expectations, input, and consistency, among other things. Did it nail everything? By Matt Wilson | Posted: February 16, 2012 As career analyst Daniel Pink succinctly put it in his TED Talk from 2009, money isn't always the best motivator for employees. Science says so . What do employees really need?