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Culture Eats Strategy For Lunch

Culture Eats Strategy For Lunch
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. Misunderstood and mismanaged Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. Think about it like a nurturing habitat for success. Mission accomplished Vibrant and healthy Related:  7/ Culture d'entrepriseBusiness Model thinking

Culture de travail positive - Nous entendons promouvoir un environnement et une culture de travail placés sous le signe de l'équité, de la diversité et de la sécurité. Le succès du Groupe Belgacom est fondé sur les compétences, l'implication et la faculté d'adaptation des collaborateurs à tous les changements auxquels nous sommes confrontés. Nous croyons au développement professionnel de nos collaborateurs, nous œuvrons à l'émergence d'opportunités égales et promouvons l'équilibre vie privée/vie professionnelle des collaborateurs via de nombreuses initiatives. Priorités clés Dialogue social Par le biais de l’ensemble de nos policies et initiatives, nous respectons la législation belge en matière de droits de l'Homme (loi sur le travail du 16 mars 1971) et nous définissons toutes les priorités par l'entremise d'un dialogue social permanent, garanti par la loi de 1991 sur les entreprises publiques90% des travailleurs sont couverts par les conventions collectives. Diversité et non-discrimination Égalité hommes-femmes

Challenging received wisdom The Rare Find: Spotting Exceptional Talent Before Everyone Else, by George Anders, (Viking, £14.99) Hiring good people is one of the biggest challenges for any business. Yet, all too often, the process is riddled with guesswork and bias. Venture Deals: Be Smarter Than Your Lawyer and Venture Capitalist, by Brad Feld and Jason Mendelson, (Wiley, £33.99) Negotiating with venture capitalists is seldom fun. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, by Eric Ries, (Crown, £14.99) Start-ups, argues Eric Ries, are thought to be riskier than they need to be. Start Something That Matters, by Blake Mycoskie, (Virgin, £11.99) Social enterprise inspires mixed feelings. Supercooperators, by Martin Nowak and Roger Highfield, (Canongate, £9.99) In a sea of bad books about psychology, behaviour and business, Supercooperators stands out for its robust scientific base and cheerful message. Copyright The Financial Times Limited 2014.

Culturematics author – Grant McCracken Trained as an anthropologist (Ph.D. University of Chicago), Grant has studied American culture and business for 25 years. He has been featured on the Oprah Winfrey Show and worked for many organizations including Timberland, New York Historical Society, Diageo, IKEA, Sesame Street, Nike, and the Ford Foundation. He started the Institute of Contemporary Culture at the Royal Ontario Museum, where he did the first museum exhibit on youth cultures. He has taught at the University of Cambridge, MIT, and the Harvard Business School. He is a long time student of culture and commerce. He has also looked at how Americans invent and reinvent themselves. He is the student of American culture. Two years ago, he published a book called Chief Culture Officer with Basic Books that argues that culture now creates so much opportunity and danger for the organization that need senior managers who focus on it full time.

Armes de réussites massives - Blogs Intelligence économique Comment voulez-vous comprendre sans savoir ? Les débats qui nous entourent dans cette année électorale foisonnent d’hypothèses ou d’affirmations, de questions et de préoccupations auxquelles répondent des propositions et des solutions sans que l’on sache si ceux qui parlent savent de quoi ils parlent. Cela ne veut pas dire qu’ils sont ignorants, mais qu’à défaut de « simplexité », la complexité des sujets à traiter ne s’accommodent pas de jugements péremptoires. Quel jugement peut-on s’aventurer à faire à partir de données disparates et isolées alors que cela nécessite à l’évidence un examen global des forces et faiblesses comparées ? On voit clairement les points qui devraient être fortement corrigés pour disposer des armes de « réussite massive » : investissements préférentiels dans les activités à haute valeur ajoutée, baisse des charges sociales, révision de la fiscalité.

Culture Vs. Strategy Is A False Choice 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? Certainly, Southwest Airlines has a great culture and funny flight attendants. Parr attributes the success of Zappos to a culture that is “inclusionary, encouraging, and empowering.” Businesses are economic as well as human entities, and need to be built on a solid base of sustainable competitive advantage. Parr is correct that the culture of the U.S. --Author Bob Frisch is the author of Who’s in the Room?

«Didier Bellens a fait le ménage intelligemment» - People jeudi 15 décembre 2011 à 04h53 Pour Pierre-Eric Evrard, patron de Scarlet, la «saga» de l’été et la valse des cadres au sommet de Belgacom sont un dossier clos : «Lorsqu’on se sent trompé, on se débarrasse des collaborateurs qui ne sont pas fiables. Maintenant, cette affaire est enterrée !» Vous êtes un proche de Didier Bellens. Ma relation avec Didier Bellens est d’abord une relation de travail. Que pensez-vous de la «saga» de l’été et de la valse des cadres au sommet de Belgacom ? Cette affaire est close. Vous connaissez Concetta Fagard (Ndlr, ex-VP en charge du sponsoring, écartée par Didier Bellens en même temps que Florence Coppenolle, ex-VP en charge de la communication). C’était une collaboratrice absolument charmante, délicieuse. Vous avez employé le terme «complot». Je crois qu’il y a eu des conflits et des jalousies autour de Didier Bellens. Didier Bellens est-il affecté par cette affaire ? A titre personnel, c’est quelqu’un d’extrêmement sensible. Il ne vous en parle plus ? Non.

Drawing your Business Ecosystem We first read about business ecosystems in the Entrepreneur’s Guide to Customer Development. Over the last year we have added a business ecosystem drawing exercise to our project kickoff practices. This exercise is designed to quickly give our development team a high-level understanding of our client’s business. A business ecosystem drawing shows high-level value exchanges for the entities that participate in an offering. To better understand how to draw a business ecosystem, let’s investigate Atomic Object’s simple product development consulting business. Imagine a client has contracted us to create a web application. The entities in Atomic’s ecosystem are: Atomic ObjectClient – our clientHosting Provider – we leverage 3rd party hosting providersCustomer – our client’s customer. In the drawing there are two types lines. This business ecosystem shows us the following: After we have completed the ecosystem, we annotate the risks for each entity in the system. Michael Marsiglia (51 Posts)

Culturematics– Grant McCracken How to put your money where your strategy is - McKinsey Quarterly - Strategy - Growth Picture two global companies, each operating a range of different businesses. Company A allocates capital, talent, and research dollars consistently every year, making small changes but always following the same broad investment pattern. Company B continually evaluates the performance of business units, acquires and divests assets, and adjusts resource allocations based on each division’s relative market opportunities. Over time, which company will be worth more? If you guessed company B, you’re right. For the past two years, we’ve been systematically looking at corporate resource allocation patterns, their relationship to performance, and the implications for strategy. We’ve also reviewed the causes of inertia (such as cognitive biases and politics) and identified a number of steps companies can take to overcome them. We’re not suggesting that executives act as investment portfolio managers. Weighing the evidence Exhibit 1 Enlarge Exhibit 2 Why companies get stuck Cognitive biases Exhibit 3

Bosses, Stop Caring If Your Employees Are At Their Desks 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? Great. You don’t even need to notify your manager, as long as you get that report done by the end of the week. Two University of Minnesota sociology professors, Erin Kelly and Phyllis Moen, recently gathered data from 659 Best Buy employees, both before and after the shift to ROWE. Kelly and Moen--who published their work this week in The Journal of Health and Social Behavior--found that employees who switched to ROWE took better care of themselves. They were healthier and they were also, it seems, more invested. The ROWE program was developed at Best Buy by Cali Ressler and Jodi Thompson. Is it easy to switch?

La culture d'entreprise IKEA Le sommaire ACCÉDER à ce doc Introduction I) La culture d'entreprise : une notion exploitée par les entreprises A. II) La culture d'entreprise : le cas du groupe IKEA A. III) Une culture d'entreprise acceptée ou imposée ? A. ConclusionRéférences Résumé du document Ce documentaire expose et illustre les différentes raisons du succès de l'entreprise suédoise IKEA. Extraits [...] [...] [...] [...] Management strategique : Le groupe IKEA La culture d’une entreprise est-elle indirectement imposée ou réellement acceptée par le personnel ? [...]

Business ecosystem Starting in the early 1990s, James F. Moore originated the strategic planning concept of a business ecosystem, now widely adopted in the high tech community. The basic definition comes from Moore's book, The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems.[1] The origins of the concept[edit] The concept first appeared in Moore's May/June 1993 Harvard Business Review article, titled "Predators and Prey: A New Ecology of Competition", and won the McKinsey Award for article of the year.[2] Moore defined "business ecosystem" as: “An economic community supported by a foundation of interacting organizations and individuals—the organisms of the business world. Using ecological metaphors to describe business structure and operations is increasingly common especially within the field of information technology (IT). Mangrove Software,[9] The Montague Institute,[10] Kenneth L. Industries[edit] Biological ecosystems[edit] See also[edit] Notes[edit] References[edit]

This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Business Breaking strategic inertia: Tips from two leaders - McKinsey Quarterly - Strategy - Growth Frameworks abound for developing corporate strategy. But there’s no textbook or theory that explains how to deliver on that strategy by shifting capital, talent, and other scarce resources from one part of a business to another. One reason is that the moves each organization must make at any point in time are unique. Another is that different senior executives have different roles to play. But that’s not to say companies can’t learn from one another—in fact, understanding the broad range of reallocation challenges faced by different executives sheds valuable light on common pitfalls and the decision-making processes for sidestepping them. Featured here are perspectives from two different industries and corners of the C-suite. Prioritizing projects and regions We start from the proposition that we are not strategic capital allocators; we are bottom-up capital allocators. There’s another dimension to this, beyond just looking at our portfolio in project terms. Rebalancing the portfolio

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