The latest HR fad is too abstract and disconnected from the real experiences of your employees...
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Josh Danson's curator insight,
September 15, 2015 1:29 PM
Very interesting piece on bringing "design thinking" and consulting frameworks into focus through a customer centric lens.
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Jean-Louis LEFEBVRE's curator insight,
February 5, 2015 4:19 AM
Leçon d'infographie dans une présentation visuelle du connectivisme.
Richard Samson's curator insight,
February 9, 2015 2:35 AM
Is Moodle connectivist (Piaget)? Or socioconstructivist (Vygotsky)? (Have I got those associations right?) Or is it both? Hey-ho! More work to do!
Jason Leong's curator insight,
February 11, 2015 4:35 AM
"#4 Capacity to know is more critical than what is currently known, i.e. "Know-where is more important than know-how and know-what""
Bad Spoon's curator insight,
November 18, 2013 12:57 AM
Un excellent exemple de l'impact du storytelling dans les présentations business
Gavin Keeble's curator insight,
November 25, 2013 6:47 PM
At best, your PPT slides can only SUPPORT your message. The more refined or rarified your audiences get, the more refined or rarified your slide deck needs to get. They're 'paying' for your professional advice/opinion, not your PPT ability.
John Michel's curator insight,
October 20, 2013 8:37 PM
To be an exceptional organization, companies and leaders must focus on the intangible elements of culture-building. Employees rank intangible elementssuch as regular and candid conversations (50%), employee recognition (49%), and access to management/leadership development (47%) highest.
donhornsby's curator insight,
October 29, 2013 7:56 AM
(From the article): Leadership has one definition: leaders are willing to sacrifice themselves for their people. As a senior leader you have to extend the circle wider, and if you have 3 people that work for you, your job is to work for them.
Real leaders are the very few willing to sacrifice themselves for their people. When they do, we will do anything to see that our leader's visions are advanced.
Cen Xun's comment,
August 22, 2013 3:39 AM
this article is quite interesting!! it is very easy to understand the different between brands, the pos and neg of them and what strategy is suitable, easy to understand for everyone
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Melika Trott's comment,
August 22, 2013 11:19 PM
German, I agree and also find it interesting that a brands profiles can influence one another. Good brand architecture is essential to the success of a brand, without it, or if it is not done correctly, long term success is unlikely, as we have seen with the articles example of Hostess. A very insightful article which most of us can learn from.
heeyeon yoon's curator insight,
September 28, 2014 5:14 AM
Brand Architecture refers to the horizontal of the brand to organize for a company that owns numerous brands to optimize brand management, the vertical structure and it can protect and unify brand portfolio. Depending on the relationship between the product / service brand or sub-brand and top brands and corporate brands, Brand Architecture can be classified as Brand Architecture of four. Which are monolithic, sub, endorsed and individual brand strategy. From this article it says companies looking to frame their brands will lean towards either a branded house or a house of brands strategy. These two brand architectures represent opposite ends of the brand relationship spectrum: the house of brand strategy reflects a more independent, stand-alone branding approach; while the branded house strategy represents a more singular, cohesive brand umbrella. |
David Hain's curator insight,
May 27, 2014 4:17 AM
Adbe report - 40% of marketers want to reinvent themselves, but only 14% know how to achieve this!
Miguel Paul Trijaud Calderón's curator insight,
June 2, 2014 6:14 AM
For every job, though, the number one thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. - Laszlo Bock.
David Hain's curator insight,
October 21, 2013 12:17 PM
"At P&G, Lafley opened up everything. He wanted his leaders to be more collaborative, and just as importantly, he wanted his employees to be open. As a results, magic happened. He branded this open architecture “Connect and Develop” or “C&D.” The framework reached across all employees, regardless of title, and it drove not only revenue and profitability, but also employee engagement." Given that the published engagement figures have rarely moved over the last 10 years, we need more people to investigate how to be flat army commanders!
David Hain's curator insight,
October 16, 2013 11:04 AM
We need as many change networks as we can get... |