I’m being hacked — and only have myself to blame.
Corporate and Business Strategy and Execution in the Post Industrial, Digital Economy. Want to know more? Visit me on LinkedIn: www.linkedin.com/in/karlwabst/
Curated by Karl Wabst
There is a growing generational gap in how diversity and inclusion are defined; Millennials say it is about ‘cognitive diversity’ not representation.
Marketing hype is the normal state of affairs today. Do not freak out. Read. Learn things! Look past the hyperbole.
There is significant information here. It is doubtful that it will rock your world if you have not spent the last 20 years living under a rock or living in Iraq.
Listen to millennials today; they are the voice of the future. I will need to see more about the methodology before I am convinced that the sky is falling.
Many of the ideas here seem a natural extension of a generation raised by parents who once thought they were going to tear down the walls of government.
The next step in breaking down barriers seems more evolution than transformation to me.
Have you ever been sitting in a meeting after a successful deliverable and have the main focus be on what went wrong or it can change/improve for the next
Think about this over the weekend. In your company, have you been at more postmortem meetings or celebrations? Which motivates you more?
In some companies, employees get more attention when something dies than when they bring something to life.
That’s just doing what we expect from employees. How sad.
Make it part of your culture to Celebrate!
The customer experience your organization delivers is a reflection of your culture and operating processes. In other words, what customers experience outside is based on what’s going on inside. To consistently differentiate your customer experience, you need to transform your culture.
We have all had a bad customer experience. Some companies blame rogue employees. Others see it as a leadership challenge.
One solution is to track everything an employee does and says. They put in a lot of controls and technology to keep employee honest.
Another solution is to change the organizational culture. They put in a lot of effort to develop leaders that inspire and motivate employees to engage.
The solution you choose says a lot about your company. It says a lot about how you view people.
Ask yourself. How do you feel? The company you would you rather work? Which company you would rather do business with?
This debate has been raging for many years. Read more about Theory X and Theory Y. Why does it matter to you? http://www.mindtools.com/pages/article/newLDR_74.htm
Practicing empathy can be difficult, because you have to step outside your comfort zone to understand someone else’s point of view. But it’s essential to exercising influence.
In the technology age, we train employees to see, analyze and then manage change.
To improve customer experience and loyalty, try this instead. See, feel and then lead change.
Treat customers how they want to be treated, not how you want to be treated.
Now that we’ve got you thinking about your own skills and competencies, we’d like you to next begin thinking about how you can use this knowledge to respond to the challenges associated with a constantly changing business climate.
If you are an HR practitioner in the 21st Century, you had better up your game. In a VUCA World, managing is not good enough. You must lead.
Study reveals a shift in the root cause of data breaches from accidental to intentional. Criminal attacks are up 125% compared to 5 years ago replacing lost laptops as the leading threat. The study also found most organizations are unprepared to address new threats and lack adequate resources to protect patient data.
Sutton's Law: states that when diagnosing, you should first consider the obvious.
The law is named after the bank robber Willie Sutton, who reputedly replied to a reporter's inquiry as to why he robbed banks by saying "because that's where the money is."
Criminals attack medical sites because that is where the easy money is. Most medical facilities are not prepared.
Doctors had to be convinced that germs that people could not see caused illness.
Still today staff not washing their hands enough to kill germs causes illness and even deaths in hospitals. Data thieves, like germs, cause damage.
There is an old saying among doctors. "When you hear hoof beats behind you, think horses, not zebras." Just because the truth is inconvenient, does not mean it is wrong.
The medical industry needs to transform its thinking.
Employee-performance ratings such as ‘meets expectations’ sap morale, but many companies, including Intel, aren’t sure they can do without them.
If you want to build a high-performance organization, it's time to reconsider how you measure human capital.
Related article and video from the NeuroLeadership Institute - a leading global research organization and the pioneer of bringing neuroscience to leadership. Since its inception, the Institute has united the world’s foremost neuroscientists, leadership researchers and organizational practitioners with the purpose of transforming how we think, develop, and perform.
Kill Your Performance Ratings
Watch the video “How Your Brain Responds to Performance Rankings.” (http://www.strategy-business.com/article/m00027)
How is your organization structured? Today, there are a variety of choices. As management thinking has evolved, companies have adopted different ways of organizing workers.
The wrong organizational structure may cause the execution of your reputation instead of the execution of your strategy. No pressure though.
The traditional, top-down structure is still the default choice, but it may not be the best. There are benefits and costs tied to every choice. Choose wisely!
My first sight of Anthem of the Seas was through the taxi window that was ferrying me to Southampton dock from the train station. At 348m long, you might have thought Royal Caribbean’s billion-dollar new “smart” cruise ship would be hard to miss,
Digital Disruption hits the cruise market. Aimed at a much younger demographic than before. The experience may not be for everyone. Get the parents to pay but leave them at home.
This short article looks at a common problem for healthcare organizations.
After the ACA (Affordable Care Act), healthcare companies are rethinking differentiation strategies that assumed customers would continue to spend more money to treat existing ills.
The public, stuck in a down economy, has become more price sensitive and realized the value of preventing future illness.
The ACA also created more customers, allowing this company to build a future on the new population.
The question is how do you get from the current state to the newly envisioned destination? What would you do?
IT staff at Insight Enterprises Inc. are required to listen to quarterly earnings calls and follow up with business leaders about what they learned. It’s led to a fundamental shift in how IT functions within the company, says CIO Mike Guggemos.
What a great idea! If they want to claim to be a strategic business unit, IT must connect with the business.
Hearing the corporate strategy applied and knowing where the money comes from in a corporation is table stakes if IT staffers are to move to the next level.
This would also pave the way for the business staff to understand what IT has to offer. Imagine a world where IT ceases to be just another cost center.
Here are additional resources for anyone to learn about the business.
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As the days of "do more with less" grind on, the ratio of HR staff to employees drops significantly.
This means that average managers have to take over duties that used to fall to Human Resources.
That would be fine if someone actually got you some training on how to deal with the emotional issues encountered while running a team in a volatile environment.
Let's face it, volatile is the new normal these days.
Do yourself a favor. Read HR articles about dealing with emotions. Failing to be proficient may lead to you losing important members of your team.
It will happen right when you can least afford it. Don't say I didn't warn you!
The world economy’s operating system is being rewritten. In this exclusive excerpt from the new book No Ordinary Disruption, its authors explain the trends reshaping the world and why leaders must adjust to a new reality.
Ah, you don't believe we're on the eve of disruption. And no, it’s not just about technology!
Healthy workplaces – those that foster employee health and well-being while enhancing the company’s performance – consistently show that minimizing workplace stress and fostering an emotionally healthy workplace reduces employee turnover and optimizes performance.
The fact that this article appears in an accounting publication indicates a change in corporate tactics for increasing productivity and profit.
I always hear companies say that people are their greatest resource. In a world saturated with technology solutions, it is time to reinvest in that resource.
What is in it for me, asks the CEO. Here are a few thoughts. A psychologically healthy workplace makes sense. It affects dollars and cents.
As tasks in many industries move from creating physical products to providing services or creating intellectual property, frequent employee turnover effects more than the expense to hire and train new resources.
One or two people can make or cost your business millions, even billions of dollars. In a global economy, their actions may influence your reputation on a global level.
Stories about workplace violence, embezzling accountants and disengaged employees who provide terrible customer service are not hard to find. Social media provides a fast, easy way for incidents that used to remain private shames to become public relations nightmares.
Who wants to work with a bunch of nuts? If that is your wish, get elected to Congress.
Why Strategy Execution Unravels—and What to Do About It
The Glassdoor study reports that public companies named to Glassdoor’s “Best Places to Work” list in 2009 have outperformed the S&P 500 by 115.6 percent through 2014, and a similar portfolio named to Fortune’s “Best Companies to Work For,” outperformed the S&P 500 by 84.2 percent. These are staggering numbers.
There are some nice ideas here. The premise that this is new is unfortunately flawed.
Installing a collaborative application often does not do much unless people change employee mindsets, attitudes, and behavior.
It takes more than Millennials and some new software. The old people in the C-Suite who have "been there and tried" that must be part of the change too.
Reading this story, I was reminded of the hype surrounding Lotus Notes back in the 1990's. Yes, back when dinosaurs ruled the Earth!
No, collaborative workplaces, accelerated by software, are not a new idea. I do not mean to denigrate the current crop of applications nor the idea of collaborative work.
Organizations and millennials can use the experiences of the past to make this round more successful.
Technology is not magic. Install all the software you want.
The real value comes from people using technology to add value for stakeholders.
IBM Making Change Work studies
Looking busy is a hangover from the days when most work was physical.
Bosses and employees are still programmed to look busy rather than to think or plan.
Too much attention is paid to optics. In other words, we are judged by the way in which an event or course of action is perceived by the public or bosses who believe that movement is equal to effort.
It follows that rewards and incentives are often based on being perceived as busy.
There is a better way. Workers will only find it when they are rewarded for it.
Company executives say: "We'll collect feedback from employees later. We'll incorporate employee input after we hear how our customers feel. We’ll do something for employees next year. We’ll think about our culture at another time.
Is your company just a collection of people who happen to show up in the same place every day to shuffle papers around before going home? Customers can tell if your employees are just there for the paycheck or the Foosball table.
Reporting another year of sub-par sales results in early March, the executive team at Abercrombie & Fitch mentioned that it was retooling its brands' store experiences and looking into turning down the music, turning on the lights and retraining the sales staff.
OMG, there goes the experience!
Next, they will welcome fat, ugly chicks!
The company is trying to recover from former CEO Mike Jeffries who discovered that exclusivity could go too far.
Read moreMike Jeffries wants no fat customers at A&F. Bad business?
Many people only read one Michael Porter magazine article that was required in an intro business class. Worse, some try to get by with a summary of his work.
Still others never read about strategy but swear the world is changing too fast to create strategy. Some of us don’t even know who Michael Porter is or what the Five Forces are.
That level of understanding won't help you apply competitive strategy theory in today's business environment.
Porter’s original work was published before the Internet was widely adopted by businesses. That makes it seem irrelevant to some in our technology-obsessed culture.
Porter updated his 1998 theories in this book. Most people will not even have to read the whole thing.
You owe it to yourself, your company, your shareholders and customers to get a better understanding.
This week, U.S. Federal Communications Commission staff joined lawyers at the Justice Department in opposing the planned transaction. FCC officials told the two biggest U.S. cable companies on Wednesday that they are leaning toward concluding the merger doesn’t help consumers
Looks like the FCC will have more time to focus on DIRECTV and AT&T now. AT&T, with U-verse has a much smaller share of the market so this is probably not a bad sign for that acquisition.
Deutsche Bank AG was ordered to pay a record $2.5 billion fine and fire seven employees to settle U.S. and U.K. investigations into its role in rigging Libor.
Where there is gold, there are individuals bent on the destruction of fair-trading.
12 true-false statements to help you measure and increase your engagement at work
Ask yourself if these 12 statements are true. If not, take steps to change your situation.
You are just as responsible for your engagement at work as your employer is to engage you. It takes, at least, two people to be involved in a relationship.
The days of hiring a team of undifferentiated workers who just tighten the nuts as your product rolls down the assembly line are numbered. So are the days of hiring only people who look, think or act as you do.
Some companies are using personality tests to hire workers who conform to current culture. See “Today’s Personality Tests Raise the Bar for Job Seekers” here: http://sco.lt/5sg4Tx.
This may produce homogenous organizational cultures where sameness and conformity are valued over innovation. There are legal cautions to this approach. Read my comments for more on that.
In our quickly changing markets, Management should be aware of different expectations for modern teams.
These expectations vary according to the industry and the organizational strategy. Each play a big part in the types of workers you target and how you develop employees.
If the industry sells commodity products or services, company strategy likely focuses on cost leadership. Here efficiencies are gained by centralizing and standardizing work. There is a relentless focus on reducing cost. The number of skills in each team may be focused and limited.
If the industry sells customized products or services, company strategy likely focuses on differentiation. Here, products and services are customized for individuals or defined audience segments. Teams that are more diverse, with capabilities to gain deep understanding of customers, needs and desires provide an edge.
There is no one size fits all approach anymore. What you want today may be different from what you need to continue as a going concern in the future.
Markets change, as do organizational strategies. The team you want today may not be the team of tomorrow. One example is Southwest Airlines. Consider how their hiring and employee development practices must change now that they changed their low cost strategy to attract business flyers.
Understand what teams and work styles work for your industry, organizational strategy and team goals. Hire and develop employees accordingly.