Women on Business

MARCH 8, 2011

Guest post by LaMae Allen deJongh, managing director for US Human Capital and Diversity for Accenture (learn more about LaMae at the end of this post). LaMae Allen deJongh, Managing Director for US Human Capital and Diversity for Accenture. Experience tells us that when employees are unhappy they look for new jobs.

Human Capital 222

Human Capital Diversity Mentor Career 222

HR Digest

SEPTEMBER 14, 2023

Amidst all the revenue numbers and share valuations that companies wear as a badge of honor, the concept of employee relationship management has emerged as another undeniable sign of a successful organization. If there was smooth communication and you felt your opinions were considered, it is likely you enjoyed the process a lot more.

Schein 98

Schein Industry Long-term Automotive 98

N2Growth Blog

OCTOBER 18, 2010

Decisioning at the information level affords a higher degree of risk management, but are still not as safe as those decisions based upon actionable knowledge. When making decisions, leaders must always maintain the view if what is best for the organization and employees versus decisions that benefit the leader at the expense of others.

Blog 386

Blog Analysis CEO Brand 386

QAspire

OCTOBER 13, 2010

a lot of companies focus on restructuring their organization structure (hierarchy). Periodically, they overhaul their structure, add new positions and assign new/diverse responsibilities to people. Tuning hierarchy and structure of the organization for better outcomes is just one part. How would work flow? Who will do what?

Process 130

Process Deming Restructuring Efficiency 130

N2Growth Blog

AUGUST 5, 2010

It has spread to pandemic proportions, crossing boarders and cultures, such that you’d be hard pressed to actually find someone under the age of 40 who hasn’t had substantial amounts of “diversity training&#.

Politics 311

Politics Blog Leadership Diversity 311

LDRLB

AUGUST 11, 2010

To be more specific, I believe that the front-line is about management and situational leadership is about how to manage , not necessarily lead, teams with diverse backgrounds (Hersey and Blanchard, 1972). In addition, managers should respond different to each individual, since maturity levels are different.

Hersey 68

Hersey Blanchard Maturity Situational Leadership 68

QAspire

DECEMBER 24, 2009

Two diverse experiences shaped up this post and lessons learned from these experiences are still very relevant. Two diverse experiences shaped up this post and lessons learned from these experiences are still very relevant. This post talks about how personal leadership comes to the fore in light of difficult situations.

Blog 84

Blog Constraint Quality Directory 84

Deming Institute

SEPTEMBER 25, 2017

Thomas (“Tom”) Johnson stands at the forefront of a world-wide community of business thinkers who are unveiling the limitations, as well as assumptions, of the old economics that underlie the mechanistic decision making and planning practices of corporations and organizations.

Books 28

Books Deming Review System 28

Harvard Business Review

SEPTEMBER 22, 2016

In numerous studies , diversity — both inherent (e.g., For example, a 2009 analysis of 506 companies found that firms with more racial or gender diversity had more sales revenue, more customers, and greater profits. In addition, people believe that diverse teams breed greater conflict than they actually do.

Diversity 8

Diversity Team Bottom-up Analysis 8

Harvard Business Review

FEBRUARY 13, 2018

One of the most common questions I get asked by senior managers is “How can we find more innovative people?” So the simplest answer is that you need to start by empowering the people already in your organization. That’s no simple task, and most managers have difficulty with it. Create diversity.

Innovation 14

Innovation Team Diversity Creativity 14

Harvard Business Review

JANUARY 30, 2018

Instead, they sought to reenergize and leverage their own people, but, Karvinen explained, “We also did not just want to handpick the usual senior managers we had always worked with before, because we knew that, in order to drive the transformation of the company, we needed new and fresh perspectives.”

Company 8

Company Participative Diversity Project 8

Harvard Business Review

AUGUST 29, 2017

The CEO, Hiroshi Mikitani, realized that doing business in multiple languages prevented the organization from sharing valuable knowledge across the organization’s existing global operations, as well as those that were being newly established. Identifying with the global organization rather than your local office.

Succession 15

Succession Globalization Tacit Knowledge GDP 15

Strategy Driven

MARCH 18, 2011

Moreover, fixed assets are more difficult to leverage across diverse businesses than capabilities, and they tend to expire, become obsolete, or give way to related services. Organizations that are clear-minded about where and how they participate in a market spend less on those capabilities that are not competitively differentiating.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

AUGUST 10, 2012

While on the surface revenues remained strong, its rapport with customers and physicians was rapidly eroding, and its reputation was being bludgeoned by lawsuits and a national backlash against health maintenance organizations and managed care (which Aetna had championed). billion gain.

Health Care 14

Health Care Restructuring Resistance Long-term 14

Harvard Business Review

JUNE 15, 2016

In 2006, when the company launched a new line of foundations intended to address a wider variety of skin tones, Atis saw that they still didn’t measure up. Atis is what I call a corporate hacker: an industrious intrapreneur working at the edges of organizations to solve persistent problems that customers care about.

Bureaucracy 8

Bureaucracy Innovation Brand Competitive Advantage 8

Harvard Business Review

MARCH 20, 2017

We draw largely upon the Gallup World Poll , which has been surveying people in over 150 countries around the world since 2006. The available categories cover many kinds of jobs, including being a business owner, office worker, or manager, and working in farming, construction, mining, or transport. Which jobs are happiest?

Report 14

Report Transportation Stress Quality 14

Harvard Business Review

NOVEMBER 23, 2010

In her 2006 book, Mindset: The New Psychology of Success , Stanford Professor Carol Dweck distinguishes two extremes of the mindsets people tend to have about their basic qualities: In a fixed mindset, "your qualities are carved in stone." Talent Management. This posting will focus on another key set of assumptions.

Participative 15

Participative Learning-by-Doing Uncertainty Quality 15

Harvard Business Review

MARCH 28, 2016

Both associations managed their brands and ran the clearing and settlement systems for banks that issued cards or helped merchants accept cards. MasterCard IPO’d in 2006, and Visa followed two years later. Many have supermajority voting that essentially requires their diverse members to reach consensus.

IPO 8

IPO Succession Technology Software 8

Harvard Business Review

OCTOBER 27, 2016

between 2006 and 2012 had at least one immigrant cofounder. Interacting with two or more cultural contexts can help immigrants combine diverse ideas, solutions, and customer problems in order to create something entirely new. Immigrants represent 27.5% of the countries’ entrepreneurs but only around 13% of the population.

Entrepreneur 8

Entrepreneur Venture Capitalist Retail Incubator 8

Harvard Business Review

OCTOBER 19, 2012

Sesame Street , in fact, is a great case study of a brand that has managed to remain powerful over decades and across cultures. Outreach materials in 9 local languages on topics as diverse as health, nutrition, financial literacy and school readiness have been distributed to millions of children throughout India. Taking The Long View.

Globalization 8

Globalization Power Workshop Brand 8

Harvard Business Review

MAY 28, 2015

Almost every world-class, high-performance organization takes training and education seriously. Crassly put, leaders and managers get knowledge and education while training and skills go to those who do the work. A member of Seal Team 3, Webb became the Naval Special Warfare Command Sniper Course Manager in 2003. That scares me.

Training 8

Training Education Incentives Leadership 8

Harvard Business Review

OCTOBER 6, 2015

But fortunately, social media platforms are enabling anyone with a web connection to join, breaking down the socio-economic barriers that limit the diversity and ultimate value of conference interactions. If you’re an organizer, increase your surface area by engaging outside participants. You and Your Team.

Conference 8

Conference Participative Media Video 8

Harvard Business Review

JULY 14, 2015

Horowitz says that most are happy to be done with “the brutal schedule, the way work is organized, and office politics.” These are typically specific, functional abilities like project management, web development, financial analysis — or advisory skills that come from years of experience.

Planning 8

Planning Outsourcing Case Study Consultative 8

HR Digest

APRIL 30, 2019

Culture defines the overall output of every organization. Through culture, organizations are able to establish and manage their sustainability goals such as social impact, environmental footprint, employee engagement, satisfaction, etc. When we talk about subcultures, we of course, need to consider diversity and inclusion.

Globalization 40

Globalization Human Resources Long-term Diversity 40

Harvard Business Review

APRIL 25, 2017

When employees aren’t just engaged, but inspired , that’s when organizations see real breakthroughs. What Great Managers Do. Exceptional managers find and capitalize on their employees' unique strengths. Your key strength has to match how your organization creates value. Related Video.

How To 15

How To Video Motivation Survey 15

N2Growth Blog

DECEMBER 8, 2010

Keep in mind that your credibility as a leader depends greatly on your actions: your interaction with your family, friends, and co-workers; your way of managing your personal and organizational responsibilities; and even the way you talk with a casual acquaintance in the elevator. Leaders are always in the limelight.

Blog 355

Blog Leadership Leadership Styles Learning-by-Doing 355

Harvard Business Review

SEPTEMBER 26, 2012

Complexity is a clear and present danger to both firms and the global financial system: it makes both much harder to manage, govern, audit, regulate and support effectively in times of crisis. Organizations also have a measure of risk homeostasis, expressed through their culture.

Banking 8

Banking Crisis Hedge System 8

Harvard Business Review

AUGUST 12, 2016

Organics were another option. Organic tomato paste sold for 75 to 80 cents a pound, compared with less than 40 cents for conventional. Land had to be free of pesticides for three years before it could be certified organic, but the fallow 6,000 acres now qualified. “We should also talk about organics,” he said.

Case Study 8

Case Study Parcell Price Cost 8