Remove 2012 Remove Human Resources Remove Leadership Remove Technology
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Why Great Brands Lose Their Way

In the CEO Afterlife

With the exception of niche, specialty, and some consumer technology markets, I see less and less of this in big business. This company lost $5 billion in 2012 and hasn’t made a profit since 2008. The hemorrhaging is in electronics, and in late 2012, they shelled out $1.8 Not so long ago, Sony looked invincible.

Brand 260
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Rookie Talent: Avoiding a Kodak Moment

Leading Blog

In 2012, the company filed for Chapter 11 bankruptcy protection. The largest, best-educated generation in history has become an under-utilized resource, vastly unprepared to move into positions of responsibility and leadership. The lack of skill development and leadership development among Generation Y affects every generation.

Film 150
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Carey Pellock on HR Leadership for A Better World

HR Digest

Carey Pellock: Since I joined Neustar in 2012, the company has undergone significant changes – most notably a transition from public to private company status and the arrival of a new CEO. Our employees embraced our values and so too did our executive leadership. An Ambassador for Inclusion.

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Win the Race for Talent – Talent Management magazine

Chart Your Course

Internationally, in 2012 the World Economic Forum reported 10 million jobs were unfilled in the manufacturing sector alone.The world’s three largest workforces — the United States, India and China — all have chronic and growing talent shortages, particularly in science, technology, engineering and mathematics-related STEM occupations.

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Six Resolutions for a Winning Corporate Culture

Chart Your Course

A 2012 survey by human resource firm LRN Corporation found that bosses who genuinely trusted their workers and gave them more autonomy saw these benefits: less misconduct and absenteeism, as well as greater engagement, innovation, customer service and financial growth. Establish trust.

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Leading HR: Harnessing Social Power

LDRLB

Human Resource (HR) Departments are often seen as the enforcers of the organization; the unbendable glue that protects it from litigation and unscrupulous employees. Galbraith also wrote that “the long-term human resources role is to build social capital by creating richly connected interpersonal networks across the organization.”

Power 112
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Retired? 7 Insights on Getting Back in the Game

In the CEO Afterlife

I finished my 9 month assignment in the spring of 2012 and I’m back in the CEO afterlife. I expected to be out of touch with technology and this was glaringly obvious. But as an acting C-suite executive, I managed to stick to proven leadership and strategic principles while seeking the technical counsel of others in execution.