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How Well Does Data Know You?

How Well Does Data Know You? | Business Transformation |
the pitch was intriguing: peek behind the curtain and see what one of the world's data giants knows about you. here's why the result was underwhelming.
Karl Wabst's insight:

The results of Acxiom opening up some of the data they have collected seem to be underwhelming. This is a bit misleading though. Acxiom is only one of many stores of data about consumers. The inaccuracy is startling to those expecting movie spy agency-like collections of bits of their lives.


This is like the story of a bunch of blind men asked to describe an elephant. The descriptions were very different, depending upon where they were standing.


We are still like the blind people in the story. None of us has an accurate picture of what is really going on. Is this an honest attempt to show the world that big data and targeted advertising are a harmless combination or practiced deception? Do not generalize from one data point. The industry is as transparent as granite.


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Business Transformation
Corporate and Business Strategy in the Post Industrial, Digital Economy. Visit me on LinkedIn:
Curated by Karl Wabst
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Why You Lead Determines How Well You Lead

Why You Lead Determines How Well You Lead | Business Transformation |
Internal motivations are more powerful than external ones.
Karl Wabst's insight:

How well you lead depends on why you lead. 

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Don’t Sell a Product, Sell a Whole New Way of Thinking

Don’t Sell a Product, Sell a Whole New Way of Thinking | Business Transformation |

Customers need the right mental model to understand why they need your product. Albert Einstein once said, “We cannot solve our problems with the same thinking we used when we created them.” Companies that help customers shift their thinking will be more effective at solving problems and ultimately selling products.

Karl Wabst's insight:

Innovations break our model of how stuff works. We each carry around these mental models in our heads.


Large-scale change relies on the ability to change individuals' minds. Help people change their mental maps.


Change that lasts starts one brain at a time.


It’s not easy. If it were easy, your competitors would already have done it.


People have to see a need to change. Next, they feel it and decide to change their behavior.


 It’s personal, you wouldn’t understand.

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Get Your Brain Unstuck

Get Your Brain Unstuck | Business Transformation |
It’s 10:20 pm — and you’re still at the office. Any moment now, the cleaning crew will arrive and the vacuuming will start and you’ll have to put on your headphones just to hear yourself think. Your wife calls, asking if she should wait up. “Leaving any minute,” you tell her, staring up at an empty screen.
Karl Wabst's insight:

Just because you are not staring at the problem doesn't mean you aren't working on a solution.

As we spend more time thinking for a living, we need to understand how our brains work.

Some misconceptions about what hard work looks like come from a time when work meant muscle. Fewer jobs don’t require creativity.

As strange as it may sound, learn how to think. Upgrade to Brain 2.0.

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The Hidden Enemy of Productive Conversations

The Hidden Enemy of Productive Conversations | Business Transformation |

Leaders need to create and encourage constructive dissent to open up new possibilities, expand insight, and generate better decisions.

Karl Wabst's insight:

Leaders guide and convince others to go somewhere new. Otherwise you wind up where you always went. So why go?

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‘Know’ ORGANIZATIONAL CHANGE & ‘Know How’ to Break Employee Resistance

‘Know’ ORGANIZATIONAL CHANGE & ‘Know How’ to Break Employee Resistance | Business Transformation |

Dealing with employee resistance to organizational change is tricky and challenging as the employee behavior cannot be anticipated. But once the initiated change gets rooted, the employee resistance to organizational change fades.

Karl Wabst's insight:

Break Employee Resistance? Organizational change should not sound like a military strike force.

These are employees, not the enemy. People have gotten used to having a voice through social media and less militaristic workplace policies.


If the boss yells, “jump!” expecting employees to ask “how high, Sir?” the boss is likely to be disappointed. Employees are likely to ask “why?”


The increased pace of change has driven the need for good decision-making from the central office closer to the front lines. We need employees capable of making good decisions. We want people willing to be accountable.


Management can provide better value to the company if they do not have to oversee every decision. Most employees accept the need to change. To do more than just follow orders, employees need to understand management’s intent.


Why do we need more than just obedient workers? Fewer jobs require simply pushing a lever at the correct interval. We have robots for that.

Employees are often required to evolve. You need people who can think and interact with customers, and computers. They must have the desire to participate. Workers know how to fix overly controlling managers. Resistance may not be obvious, at first.


Malicious compliance, or work-to-rule, occurs when a person ”intentionally inflicts harm by strictly following the orders of management or following legal compulsions, knowing that compliance with the orders will cause a loss of some form resulting in damage to the manager's business or reputation, or a loss to an employee or subordinate. It has the effect of harming leadership, or the leadership harming a subordinate.”


We need brains, not just muscle. We ask them to do more with less. We want them to take on more responsibility. To do that, employees need knowledge, skills and the ability to adapt to overcome. This requires an engaged, creative workforce.


Sometimes, good ideas come from resistant people. Listen; do not focus on breaking employee resistance. I recommend reading the tutorial: “Five tips for: Managing resistance” from Prosci.


Five tips for: Managing resistance

  1. Do change management right the first time.
  2. Expect it.
  3. Address it formally.
  4. Identify the root causes.
  5. Engage the “right” resistance managers.


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Massive open online courses – or Moocs Tracker -

Massive open online courses – or Moocs Tracker - | Business Transformation |

Massive open online courses – or Moocs – are web-based classes that offer students self-paced learning in their subject of choice. 

High quality global journalism requires investment. 

Recently-listed free courses on this page include:

  • “Creativity, Innovation, and Change”
  • "Decision Skills: Power Tools to Build Your Life”
  • “Delft Design Approach”
  • “DQ 101: Introduction to Decision Quality”
  • "Leaders of Learning”
  • “Lean for Social Change”
  • “Scaling Up Your Venture Without Screwing Up”

Karl Wabst's insight:

Invest in yourself. Transform your brain. 

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Win Over an Opponent by Asking for Advice

Win Over an Opponent by Asking for Advice | Business Transformation |

Asking for help can be a form of conversational judo. As you plan your next negotiation, consider how a targeted request for advice could turn an adversary into an advocate.

Karl Wabst's insight:

Contending isn't always the smart way to get what you want.

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Culture Fundamentals – 9 Important Insights from Edgar Schein

Culture Fundamentals – 9 Important Insights from Edgar Schein | Business Transformation |

Culture is a hot topic but remains a tremendous opportunity for most organizations to further support their purpose, solve problems, and improve performance. An Interview with Edgar Schein. 

Karl Wabst's insight:

The first post from It explains that organizational culture is much more than just "how we do things around here." Why read it? This is a good post for change agents and management to share. Look smart!

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Six Ways Leaders Can Thrive in Ambiguity

Six Ways Leaders Can Thrive in Ambiguity | Business Transformation |

As leaders, we are constantly faced with complex and confounding challenges that seem to defy solutions. Relatively straightforward problems with customers, technology or products are often solved at the supervisor or manager level. 

Karl Wabst's insight:

The higher up you go in an organization’s structure, there are fewer clear wins and losses. Ambiguity is the norm. Change your thinking to survive the VUCA World.

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Security Awareness Training Missing in Midsize Companies

Security Awareness Training Missing in Midsize Companies | Business Transformation |

When a company suffers a data breach or attack on its network, it is easy to point fingers at a nameless outside hacker. However, as a recent CIO article points out, the real problem is when employees fall for social engineering techniques that result in stolen access credentials. Employees are susceptible to social engineering efforts like phishing scams because they have not had security awareness training.

Karl Wabst's insight:

Blaming a lack of security awareness on employees is convenient but wrong. Employees often don't do the right thing because senior management reinforces speed over safety.


When security becomes a priority, generic training material will not do. Generic will not sink in. A good trainer will learn about your business and integrate that knowledge into security training. It’s not just IT.


Your trainer will understand adult learning and culture change. Generating awareness is easy. Creating the desire to change is harder that it sounds. Even with desire, little will change without knowledge, and the ability to put that knowledge into practice.


Last, but not least, reinforce the preceding steps. Make rewards and punishments tangible. I suggest writing roles and responsibilities into job descriptions. This way behaviors can be graded. Want to fire a union worker? You had better have clear policy that is enforced fairly.


Next tailor incentives, like a bonus, time off, personal recognition, etc. to the individuals. Don’t use punishment as a threat. You do get more flies with honey. Scared people make more mistakes than engaged people.


Everything is somehow connected to information systems. More and more, security really is everyone's job. I know, that's a cliché.


With dodgy finances and a crazy economy, it's a cliché that may actually be true. Make it real. Make it matter to your people. Make it repeatable.


Read Leading Change by John Kotter. Try ADKAR from Prosci. You’re dealing with people, not robots. People see, feel and then change. Employees want to know what is in it for them. Can you change how people feel? Give them the tools, the time and the heart to do it right.


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Social Behind the Firewall – Part 2: Two Reasons Social Doesn’t Work

Social Behind the Firewall – Part 2: Two Reasons Social Doesn’t Work | Business Transformation |

We are not ignorant of the fact that there are times when enterprise social tools are not enthusiastically adopted.  The reality is that relatively little of such Web 2.0 internal communications happens in companies today. Our initial research suggests two key barriers to the effective use of enterprise social tools.

Karl Wabst's insight:

The reasons for a company to adopt use of corporate social media are different from the reasons the same people use personal Facebook and Twitter accounts.


Corporate tools are for sharing business ideas, not pictures of your kitties. There may be a place for this, but they certainly are not business drivers.


Better ideas for corporate social media may be for directors to lead their managers through "activities directly related to their core business activities.  For example, as a collaborative platform for collecting ideas on how to drive further cost savings in the team’s operations or tracking deals in their sales pipeline."


The same tasks can be done via email. Corporate social media can provide advantages. Here are three:

  • Reduce unauthorized sharing and reduce disk space by storing the data centrally.
  • Keeping auditors from crawling around inside of employees email accounts. You never know what they will find.
  • Create a running dialogue that can be referenced as an official system of record and as a tool to track successful or failed actions in similar situations. 


Both leadership and management are required. Social business, if you must call it that, is an organizational change that must first be led - not managed. Management of the systems follows, but that alone doesn’t produce business value.


We need to understand there is a difference. Keeping daily functions moving, producing products, filling orders, maintaining the books. These are Management tasks.


Leadership is convincing others to follow to a better future. Leaders lead us to adopt new ideas and tools that make us more effective and efficient.

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Include Skeptics in Your Strategy Making

Include Skeptics in Your Strategy Making | Business Transformation |

Skeptics can derail even the best strategies. Those who strongly believe that a strategy is wrong can work against it or fail to advance it – but this is why it’s critical to involve skeptics in the early stages of the strategy-making process. This is when criticism can be put to the best use.

Karl Wabst's insight:

No strategy is an island.

What the CEO decides, the employees create. Participants are more likely to support change.

It’s easier to destroy than to create. Don’t create a culture of victims. Nobody wants to feel change is being done to them.

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Strategy Isn't What You Say, It’s What You Do

Strategy Isn't What You Say, It’s What You Do | Business Transformation |

When managers complain that their company’s strategy is ineffectual or non-existent, it’s often because they haven’t quite realized that their strategy is what they’re doing rather than what their bosses are saying.

Karl Wabst's insight:

Strategy is a misunderstood thing.

  • It is not just what is written in the corporate Mission or Values statement.
  • Strategy is not just what the executives say.

Effectively, strategy is how managers and employees act. How they make decisions. How they treat each other and customers.


Who is to blame for this disconnect?

A study reported in HBR finds that very few executives are able to summarize their company's strategy in 35 words or less.

Why does it matter?

If the strategy cannot be communicated, it is unlikely that employee behavior will match the intended strategy.

  •   Employees will be confused about how they fit into the company strategy.
  •  Employees may be rewarded for acting in ways contrary to strategy by equally confused Managers.
  •  Customers will not be served as intended. Shareholders are likely to lose value.


What have we learned?

 Communication and Strategy are under-rated as core competencies.


Can You Say What Your Strategy Is? No? What are YOU going to do next?



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Enterprise Collaboration Will Drive Digital Transformation

Enterprise Collaboration Will Drive Digital Transformation | Business Transformation |

Digital transformation is on the menu for most companies this year, but the ingredients needed are still being determined. However, new research highlights the recipes companies are using to evolve internal processes, structure and culture to match the evolution in customers’ behavior.

Karl Wabst's insight:

It is great to hear executives are champions of digital transformation. The technology is the easy part.


The first hurdle is getting employees to share outside of their departments. Sharing is not enough. They have to listen and change how they act.


People who mistrust each other will not feel comfortable sharing. Without trust, your company will not reap the promised rewards.


In many old school companies, sharing is not a rewarded behavior. Mindsets have to evolve. Processes have to change. Job descriptions have to change to reward new behaviors.


Employees and middle managers do not like change. Be prepared to answer when they ask, “What’s in it for me?” Worse, if you try and you fail, you will hear something like this. “We already tried that. It did not work. Go back to the old way of doing things.”


Think about all those movies with soldiers going through boot camp. To be effective and stay alive, soldiers have to learn to act as a team with the same goal. Act as a company, not simply a collection of departments, vendors and consultants. You have to change me into us.


Today’s social customers do not care whose problem it is. They paid you. Fix it. If not, I will go to another vendor that sells the same product. Customer loyalty was bred out by commoditization.


Great customer service is one way to differentiate yourself from a crowded sea of competitors.


Organizational behavior also needs an upgrade. Without your people on board, collaboration is dead on arrival.


It is cheaper to keep existing customers rather than to find replacements just to stay at zero growth.

Your customers have plenty of choices in widgets. Give them a reason to buy yours.

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Unlock the Mysteries of Your Customer Relationships

Unlock the Mysteries of Your Customer Relationships | Business Transformation |
This approach is unfamiliar to most consumer companies, but it’s more eye-opening and valuable than the demographic, behavioral, or values-based customer segmentation they have been practicing for decades.
Karl Wabst's insight:

Listen for signs this may not be the type of relationship you are looking for. It’s better to recognize that you want a best friend and they want a master-slave relationship. 

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Act Like an Entrepreneur Inside Your Organization

Act Like an Entrepreneur Inside Your Organization | Business Transformation |

“I have an idea for a new product (or process, system, program, etc.). I’m not dead certain it can be pulled off, but if it could, it can have a significant impact on the business. It’s not within the day-to-day scope of my job and I certainly don’t want to put myself or the company at significant risk, but ..."

Karl Wabst's insight:

Companies are often more interested in managing, or focused on maintaining the status quo. Many have stopped asking how can I recognize the next big idea.


A focus on the status quo tells employees Don’t rock the boat! It is not your job! Worse, more of us say it is not my job!


Leadership implies risk. Every entrepreneur, internal or external, asks what am I willing to lose to make this dream a reality.


That is how most companies got started. The founder took a personal risk.


Your company culture may be the difference between an employee leading, or leaving. In the good old days, companies needed more managers to keep the plant humming along.


Today, the plant is closing because someone had an idea of how to do it better, or cheaper, or somewhere else. Perhaps they find a way to replace whatever you do with something better.

They chose to lead. They took that risk your manager said wasn’t their job. Some lose, but some win.


You may be breeding your own competitor. You may be filling them with the desire to win. That desire is not to collaborate with you, but to beat you.


Breed leaders instead.


Where would this country be if the colonists decided not to rock the boat? The King knows what he’s doing! Sit down and shut up!


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How to Avoid Collaboration Fatigue

How to Avoid Collaboration Fatigue | Business Transformation |

It’s nearly impossible to escape a meeting or conference call without someone touting the virtues of collaboration. After all, researchers have linked collaboration to increased innovation, and many have compellingly argued for collaboration’s role in better leadership performance. Collaboration just feels right — like a big hug or a warm puppy.

Karl Wabst's insight:

Some old school ideas still apply in business. Giving people a voice does not mean we all have to agree. Consensus is nice but it is not required to move our company to a new destination.


Some teams fall victim to group-think and others descend into madness by seeking the one answer everyone agrees to. Good luck with that.


Too often, the result is to water down new ideas until they are bland statements meant not to offend or threaten anyone.


This stalls execution, dooming your executive team to mediocrity.


Someone must have the power and be responsible to make the decision. Shareholders are not funding a commune.


We need more leaders. We need fewer managers. Can you explain the difference between manager and leaders? 

Hint: Start here

What Leaders Really Doby John P. Kotter
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Not even on social media can, or should, a brand be a friend

Not even on social media can, or should, a brand be a friend | Business Transformation |

After almost a decade of fighting for this, we're finally at a point where CEOs & CFOs have finally cottoned onto the idea that digital is the way of the future, and your communications and marketing strategies need to take this into account.

Karl Wabst's insight:

Yes, social media is business communications. There is a big but, however. It should have an important difference over corporate communications of the past. 


We should not communicate to our customers. We ought to be listening as well. Only then can we converse. You learn much more about the customer in the give and take of conversation. 


Instead of doing the same old thing, social must allow, even encourage consumers to speak back. Marketers must listen and adjust. 


If you still focus on the medium, it would be smart to adjust your tactics. Some still see it as a technology and allocate it to IT. 


It is true that jokes and attempts to be friends may fall flat. Marketing has changed. Consumers are not kids. Do not assume the wrong tone. It may cost you.


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This Always Ad Asks What It Means To Do Something "Like a Girl"

This Always Ad Asks What It Means To Do Something "Like a Girl" | Business Transformation |
The brand looks to turn the phrase from an insult to an inspiration.
Karl Wabst's insight:

Be who you are. Not a stereotype. Watch this. Think. Show it to your kids. Ask them what they think about it. Discuss.

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The Hidden Danger of Hoarding Capital

The Hidden Danger of Hoarding Capital | Business Transformation |
Yes, an abundance of capital looks good on paper. But it's probably preventing you from investing in long-term, game-changing innovation the way you should be.
Karl Wabst's insight:

The Capitalist's Dilemma is not without parallel in most of our lives.


Shareholders can be like Mom and Dad. They provide cash, but having someone constantly watching and judging may hold you back.


When you were a kid and had to answer to your ever-watchful parents you probably didn't do things that sounded fun because you knew your parents would be unhappy.


When you are on your own, you probably take more risks that Mom and Dad would frown upon. Sometimes it pays off.


Living your life to please Mom and Dad can hold you back. Yes, taking a risk can be good. You still need the fundamental lessons about good and bad you learned while you were young.


Christensen talks about the downside of living by quarterly earnings reports. Flash trading moves the bar even further toward short-termism.

Flash traders work in milliseconds. This makes a financial quarter look like eternity.


Flash Trading: Wall Street's Latest Scam?




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Build a Culture Your Customers Will Love

Build a Culture Your Customers Will Love | Business Transformation |

Creating an exceptional customer experience has become a top priority for the world’s greatest organizations as more companies realize that an exceptional customer experience can be a true competitive advantage.  An exceptional customer experience requires an exceptional organizational culture.

Karl Wabst's insight:

Customer experience or CX is a reflection of organizational culture. Think about how the sky reflects in a puddle. After the age of 5, we know the sky isn't really in the puddle.

Customers aren't stupid. They know that happy talk from a customer service representative is just on the surface. Don't bank on the idea that a pretty surface will keep you in business.

The landscape is littered with dead or dying businesses. Are you among them?

The wrong approach. Focusing on a single touch-point or worse, believing customer satisfaction can be measured by individual customer interactions without regard for what is going on underneath.

Without support from the others in the chain, there is no substance. In other words, that dog won't hunt.

Customer Experience is deeper than a single interaction. CX covers the entire journey that customers take with your company.

Customers go from interest in a product or service, searching and gathering information, to purchase. It doesn't stop there. Customers want ongoing support.

CX drives customers even further. When considering their next purchase, do they stay or do they go? It's a cycle, or circle, not a one-time transaction and out. See "The Trust About Customer Experience" from HBR:


Customers want more depth. So do you. Why?


Noncustomer-facing roles directly influence the ability of the company to serve its customers. Making cheerier Customer Service Representatives isn’t enough.


Customers have more choices, and most are not you. In the global, Internet economy, competitors come from places we wouldn’t expect in days gone by.


What happens below the surface makes the difference between a happy customer and a social media post read by 10,000 potential customers.


To improve customer experience, organizational culture change has to be more than a surface change.


Customers will not be happy if the order is wrong, the bill isn’t correct, their identity is stolen or the product ships late.


In short, the same old crap with pretty frosting doesn't work anymore. Customers recognize value. They are willing and able to tell the World where they find it and where they don’t.

Culture matters and yours better have more depth than a puddle.

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Supreme Court limits police searches of cellphones

Supreme Court limits police searches of cellphones | Business Transformation |
Cellphones and smartphones cannot be searched by police during arrests without a warrant, the Supreme Court ruled Wednesday.
Karl Wabst's insight:

SCOTUS cleared up a grey area of digital transformation with this ruling. There are more to come as digital devices become more a part of our daily lives.

Read the Supreme Court ruling here:

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Gallup poll concludes: SOCIAL MEDIA: NOT A GAME CHANGER

Gallup poll concludes: SOCIAL MEDIA: NOT A GAME CHANGER | Business Transformation |
After years of chasing Facebook fans and Twitter followers, many companies now stress quality over quantity in their social-media strategies. They are tracking mentions of their brand, then using the information to help the business.
Karl Wabst's insight:

Most social media ads look like the same company’s print or TV ads. This isn’t surprising. It took many quite a long time to realize there was potential value to advertising on the Web.


Now, many marketers are doing what they always did on other media. Doing what they learned was successful in the past is also referred to as a mental map.


The formula is the same yet they aren’t converting billions of likes into paying customers. It’s like there’s some sort of barrier.


It reminds me of the sound barrier that prevented pilots from breaking through to achieve supersonic speed. The barrier is there and it’s real. Only it exists in the human brain, not on the Internet.


Breaking through that invisible barrier requires changes in thinking. More dancing gorillas, flashing boxes or in your face advertising are bound to bounce off the barrier.


If an ad campaign falls on the Internet will it make a sound? Yes. There is a sickening thud heard in boardrooms. That’s the sound of your message falling on deaf ears.


Doing what you always have done, failing and doing it over and over again. You expect different results if you just try harder. That's the definition of crazy.

Change tactics. Have a conversation instead. Pushing out ads to people who ignore them is a waste of time, money and trust.


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Social Behind the Firewall – Part 1: A $600 Billion Puzzle

Social Behind the Firewall – Part 1: A $600 Billion Puzzle | Business Transformation |

In “The Social Economy” McKinsey estimates, ”Two-thirds (of an estimated US$ 900 billion to US$ 1.3 trillion) of the value creation opportunity afforded by social technologies lies in improving communications and collaboration within and across enterprises.” In other words, there is a US $600 billion puzzle that needs to be assembled through innovative social solutions behind the company firewall.

Karl Wabst's insight:

First, Social Business is an antiquated term. It's just business.


Implementing software and expecting magic is like expecting life to spring from dead tissue. It’s 18th century thinking. Reference: spontaneous generation.


Managers will not buy in unless you show business value. To do that, you must know the business the company is in. Or, at least, you must understand business.


Show me why it matters to me. I’m busy! You want me to socialize? Wait in line.


Make it matter to the business. Otherwise, it’s just IT.

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Your Company Is Not a Family

Your Company Is Not a Family | Business Transformation |

In a real family, parents can’t fire their children. Try to imagine disowning your child for poor performance: “We’re sorry Susie, but your mom and I have decided you’re just not a good fit. Your table-setting effort has been deteriorating for the past 6 months, and your obsession with ponies just isn’t adding any value.

Karl Wabst's insight:

Membership on a team must be earned. Not everyone gets to play. Not everyone gets to stay. This is a much more honest way to describe the company - employee relationship. It's a culture thing.

Also, see Reed Hasting's (Netflix CEO) presentation

Netflix Culture: Freedom & Responsibility Culture.

Svetlana Vishyakova's curator insight, June 18, 10:27 PM

Компания - семья или команда? В чем разница? Мне понравилось, как это описал тут автор.