Recently I watched “The History of the Eagles” (the rock band). If you’re a “certain age,” you’ll know every song, whether or not you’re a fan of the group. Even if you’re not, you’ll probably still enjoy a lot of them.(Some background: The Eagles are one of the world’s best-selling bands of all time, having sold more than 150 million records – 100 million in the U.S. alone – including 42 million copies of Their Greatest Hits (1971–1975) and 32 million copies of Hotel California. Their Greatest Hits (1971-1975) was
Lately I’ve found myself hooked on the new podcast “StartUp,” which is hosted by NPR alum Alex Blumberg. When I started listening to the series, I expected to hear about Blumberg’s own experience launching and running a company, but the podcast also looks at questions about the greater business landscape outside of startups. The most poignant episode for me (I promise, no big spoilers here!) was one in which Blumberg recognizes the burnout his employees are facing. The amazing thing is that despite the fatigue, his team still feels loyal to their company and their caus
The Future Value Framework explores how to use more efficiently the competitive advantage of time. Its goal: human and context centric value generation by integrating strategy, innovation and the future.
So many people have wonderful ideas for business, but never act upon them, because they don’t know how to get started. Virgin StartUp is working hard change this, with support and advice for UK entrepreneurs. Our research shows that over one quarter of adults within the UK’s North East have an i...
The challenges are well known: women in business continue to face a formidable gender gap for senior-leadership positions.1 Moreover, there are fewer and fewer women at each step along the path to the C-suite, although they represent a majority of entry-level employees at Fortune 500 companies and outnumber men in college-graduation rates.2 Increasingly, the barriers too are well known: a mix of cultural factors, ingrained mind-sets, and stubborn forms of behavior, including a tendency to tap a much narrower band of women leaders than is possible given the available talent pool.
According to Lynda Gratton, work is no longer being defined by HR, but rather by ‘context’, which is created by the emergence of megatrends and their impact on society: “Work is being shaped by technology, globalisation, democracy and the ageing workforce, and the opportunity you have to make work as you want it,” she tells me. “We are now faced with a “hollowing out” of work – medium-skilled jobs have disappeared and are being replaced by technology, so there’s either low-paid work or specialised high-paid work, with a huge emphasis on education and lifelong learning.” And because people lie at the heart of corporate purpose, this means that organisations must build a context to innovate and excite them – which, for Gratton, presents a huge opportunity for HR to be positioned as ‘enabler’ and ‘inspirer’.
In the 1980s we were told that profit was king. The whole economy was restructured to put this focus before all else, on the basis that if we did that right then everything else would follow. But the reality is very different. Profit itself follows from putting a sense of wider purpose first, and from looking after people in the way that such a purpose ensures.
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