…it comes from a corporate culture that attracts and retains workers and executives that have principled values. Originals: –Why does Apple have a monopoly on responsive corporate values? by @danieler via @macdailynews – Apple will donate to ‘preserve and restore’ the Amazon rain forest via @9to5mac – Apple publishes FAQ page addressing Siri privacy and common [...]
El papel del consejo ha adquirido en los últimos tiempos una relevancia crucial. La sostenibilidad de las compañías está sujeta a su capacidad de adaptación a unos riesgos crecientes e interconectados, una disrupción constante y una competencia global. Origen: Especial: Las capacidades del consejo en tiempos de cambio - KPMG Tendencias …el VII Foro [...]
agile organizations are characterized as a network of teams operating in rapid learning and decision-making cycles. Origen: The journey to an agile organization | McKinsey Agile organizations are different. Traditional organizations are built around a static, siloed, structural hierarchy, whereas agile organizations are characterized as a network of teams operating in rapid learning and decision-making [...]
The study suggests that remuneration packages are dominated by measures that inhibit corporate innovation. One would expect that the incentives given to company management would, on balance, encourage innovation. Origen: The Invisible Drag on UK R&D: How corporate incentives within the FTSE 350 inhibit innovation | Nesta Innovation is a key driver of prosperity and [...]
A company’s culture is its operating system. Everything that happens runs on it. Origen: Why the Most Effective Operations Managers Truly Value Great Culture The daily priorities for most organizational leaders and managers look something like this: Key Metrics (Sales, Revenue, Delivery, Customer Satisfaction, etc.) Strategic Initiatives Tactical Initiatives Day-to-Day Firefights People and Culture Company [...]
Origen: The Seven Things A Highly Agile CEO Does: Jeff Bezos A customer-first mindset A focus on the road map for the future Continuous creation of new businesses Creating multiple paths to yes Acting as ‘chief slowdown officer’ for big bets A willingness to take risks and acquire new institutional skills Turning institutional skills into [...]
…a person’s true potential is unknown (and unknowable)… For twenty years, my research has shown that the view you adopt for yourself profoundly affects the way you lead your life. It can determine whether you become the person you want to be and whether you accomplish the things you value. Believing that your qualities are [...]