HR Digest

DECEMBER 26, 2019

The Human Resource industry has seen some significant changes in the last two decades. Here is a list of HR leaders who are bringing in diversity, engagement, and innovation to their jobs. Diane Gherson is a trailblazer in introducing agile technologies in human resource processes. Diane Gherson, CHRO of IBM.

Mayo 98

Mayo Human Resources Airlines Agility 98

In the CEO Afterlife

MARCH 3, 2014

We don’t want airlines, oil riggers and gas pipeline distributors acting bold. But, in no way should this discount the power of boldness. Bold Innovation. The bolder you are in the search for innovation, the more likely you are to unearth the big idea. I’ll compare this to the “fire, ready, aim” approach of innovation.

Human Resources 214

Human Resources Airlines Marketing Strategy Discount 214

In the CEO Afterlife

SEPTEMBER 8, 2015

How many times have you heard that “knowledge is power?” In every vocation, from academics to business to politics, the knowledge theorem and its power corollary is seemingly undeniable. . Power Corollary: Better Decision-making = Power. Power Corollary: Better Decision-making = Power. The reason?

Power 100

Power Competitive Advantage Airlines Information 100

Women on Business

JANUARY 24, 2011

When testing ideas are part of the creative process for product, service, or business development, this triangle must be a business priority: To test product, watch prospects interact with it—whether they use a tool, read a book, choose a necklace, or scan an airline ticket. Design stems from USE. Start small and build up.

Press Release 100

Press Release Discount Sharpe Advertising 100

Harvard Business Review

JUNE 26, 2017

Ask people how to develop a good corporate culture, and most of them will immediately suggest offering generous employee benefits, like they do at Starbucks, or letting people dress casually, as Southwest Airlines does.

Brand 8

Brand Company Operations Merchandising 8

Harvard Business Review

AUGUST 18, 2011

Next, the company that grew powerful in the early 20th century largely by manufacturing punch clocks got rid of "badging in" for a substantial portion of its workforce. According to the company, a full 40% percent of IBM's 400,000 global employees now work remotely.

Learning Curve 13

Learning Curve Globalization Airlines Training 13