Harvard Business Review

DECEMBER 29, 2016

It’s hard for good, ethical people to imagine how these meltdowns could possibly happen. But what about the ordinary engineers, managers, and employees who designed cars to cheat automotive pollution controls or set up bank accounts without customers’ permission? Wells Fargo. Volkswagen. and the U.K.,

Ethics 9

Ethics Company Emotional Intelligence Short-term 9

Harvard Business Review

MARCH 24, 2017

The onus for ethical behavior falls first to the employee. Most companies talk a good ethics game and even make their goals public. The punishing, pressure-cooker work environment meant that Volkswagen engineers were apparently loath to say no or admit failure to superiors. Who gets promoted?

Ethics 8

Ethics Company Incentives Policies 8

Harvard Business Review

OCTOBER 10, 2017

Every step of the process was measured, and real-time metrics were easily accessible. Similarly, when Starbucks baristas make your latte the same way across cafés, or when a software engineer delivers the expected features each sprint, you are witnessing tactical performance. Metrics emphasized speed.

Organization 10

Organization Tactics Call Center Metrics 10

Harvard Business Review

AUGUST 10, 2018

Sustainers who ensure intelligent systems stay true to their original goals without crossing ethical lines or reinforcing bias. The importance of strong analytical skills will grow with the demand for human workers with a digital engineer’s skill set. Remove the robot from the human.

Supply Chain 8

Supply Chain Technology System Engineering 8

CO2

JUNE 29, 2010

Moreover, ethical followers can help leaders avoid making questionable decisions and high performing followers often motivate leaders to raise their own levels of performance. Evolutionary psychology also rightly points out that leaders and followers can often have quite different goals and agendas.

Executive Coaching 129

Executive Coaching Execution Blog Self-aware 129

Harvard Business Review

OCTOBER 14, 2013

Extreme schedules remain a key metric of manliness. He’s a slacker; he works 50 hours a week,” commented a Silicon Valley engineer. It’s akin to winning a pie-eating contest where the prize is more pie,” observed a law firm associate , rejecting law firm partnership as a goal. He’s a real man; he works 90-hour weeks.

Diversity 9

Diversity Ethics Report Engineering 9

Harvard Business Review

OCTOBER 6, 2011

We have been deploying technology, re-engineering, training, and adopting modern IT-enabled management platforms to help our workers improve their productivity, hence their income. Customers and suppliers: The ultimate goal of our business is not to sell products but to serve customers.

Industry 10

Industry Strategy Supply Chain Long-term 10