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THE FOUR FS OF EMPLOYEE EXPERIENCE Drew’s and Joan’s stories are all too common examples of the poor employee experiences that exist in organizations across industries. Better employee experiences make people’s lives at work easier, and go further than that to promote learning and growth, ensure safety and security, and foster connection and belonging. THREE TIPS FOR REINVENTING YOUR EMPLOYEE EXPERIENCE Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. WHAT GETS YOU UP IN THE MORNING? Over the years, Kaye and her researchers have also asked thousands of people why they left their organizations. “What we hear usually comes down to some variation on their not being able to see any opportunities in their job,” she said, which is why a focus on opportunities is critical in a leader. MORE THAN A FEELING: HOW DO YOU MEASURE CULTURE? It’s a Herculean effort to get a group of people to change their normative ways working together. Skepticism that a culture effort will make any difference is a natural, human response, so finding ways to measure, document, and broadcast how culture shifts is imperative. WHAT CAN THE COLA WARS TEACH US ABOUT BRAND LOYALTY? To provide an answer to these questions, the authors of a new study analyzed the cola wars — a cheeky term coined during the Cold War to describe the long-running struggle between Coca-Cola and Pepsi for dominance of the soda market. Both firms used marketing tactics to differentiate themselves — recall, for instance, the “Pepsi Challenge” blind taste test to see whether consumers STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and THREE POST-PANDEMIC PREDICTIONS FOR THE WORLD OF WORK When there is a gap between words and action, people will spot it and call leaders out. For example, Mary Barra, the CEO of General Motors, wrote in June 2020, after the killings of George Floyd, Breonna Taylor, and Ahmaud Arbery, that her goal was to make GM “the most inclusive company in DOES CULTURE REALLY EAT STRATEGY FOR BREAKFAST? Over the years, the line has been attributed to Peter Drucker, widely considered the grandfather of management wisdom. But it turns out he never wrote those words. It doesn’t sound like Drucker. His tone was much more formal. The expression HOW COVID-19 IS REVERSING ECONOMIES OF SCALE For more than a decade, new technologies such as cloud computing, artificial intelligence (AI), the Internet of Things (IoT), 3D printing, and blockchain have been taking apart the large-scale industries of the 20th century and reinventing them in ways that are more lightweight, personalized, distributed, and resilient. MUTINY AMID THE BOUNTY Start with grievance, which the authors are at pains to distinguish from hardship — just as modern managers ought to do. Seamen expected hardship; Samuel Johnson once said it was better to be in jail than at sea, because a sailing ship was incarceration with the added risk ofdrowning.
THE FOUR FS OF EMPLOYEE EXPERIENCE Drew’s and Joan’s stories are all too common examples of the poor employee experiences that exist in organizations across industries. Better employee experiences make people’s lives at work easier, and go further than that to promote learning and growth, ensure safety and security, and foster connection and belonging. THREE TIPS FOR REINVENTING YOUR EMPLOYEE EXPERIENCE Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. WHAT GETS YOU UP IN THE MORNING? Over the years, Kaye and her researchers have also asked thousands of people why they left their organizations. “What we hear usually comes down to some variation on their not being able to see any opportunities in their job,” she said, which is why a focus on opportunities is critical in a leader. MORE THAN A FEELING: HOW DO YOU MEASURE CULTURE? It’s a Herculean effort to get a group of people to change their normative ways working together. Skepticism that a culture effort will make any difference is a natural, human response, so finding ways to measure, document, and broadcast how culture shifts is imperative. WHAT CAN THE COLA WARS TEACH US ABOUT BRAND LOYALTY? To provide an answer to these questions, the authors of a new study analyzed the cola wars — a cheeky term coined during the Cold War to describe the long-running struggle between Coca-Cola and Pepsi for dominance of the soda market. Both firms used marketing tactics to differentiate themselves — recall, for instance, the “Pepsi Challenge” blind taste test to see whether consumers SUMMER READING SUGGESTIONS 2021 Want to be less lazy and more confident? In her new book, Wharton professor Milkman offers research-backed guidance for making changes that last. She finds that the trick is to understand your internal obstacles and select the right strategies to FOUR DIFFERENT WAYS OF KNOWING The transition to a new decade often brings idealized images of the road ahead, for both companies and industries — and, of course, for the ways in which they should be led. THE RISE AND FALL OF MERIT In the 12th and 13th centuries, Venice was the richest city in Europe. Located in an unpromising swamp, it overcame its geographical disadvantages by, among other things, embracing the talent of its citizens. Where the rest of the continent was THE FOUR FS OF EMPLOYEE EXPERIENCE Drew’s and Joan’s stories are all too common examples of the poor employee experiences that exist in organizations across industries. Better employee experiences make people’s lives at work easier, and go further than that to promote learning and growth, ensure safety and security, and foster connection and belonging. HOW COVID-19 IS REVERSING ECONOMIES OF SCALE For more than a decade, new technologies such as cloud computing, artificial intelligence (AI), the Internet of Things (IoT), 3D printing, and blockchain have been taking apart the large-scale industries of the 20th century and reinventing them in ways that are more lightweight, personalized, distributed, and resilient. LESSONS FROM COVID-19 ABOUT COMMUNICATING RISK The interdisciplinary Risk and Social Policy Working Group surveyed more than 3,000 people in six U.S. states in May and June 2020 about how likely they thought it was that they would get sick with COVID-19. The average respondent thought there was a 28 percent chance they would get the disease in the next three months and, if they got it, a 34 percent chance they would become seriously ill MORE THAN A FEELING: HOW DO YOU MEASURE CULTURE? It’s a Herculean effort to get a group of people to change their normative ways working together. Skepticism that a culture effort will make any difference is a natural, human response, so finding ways to measure, document, and broadcast how culture shifts is imperative. WHAT IT TAKES TO STAY AHEAD OF THE COMPETITION A new study aims to shed light on the issue by analyzing which capabilities enable companies to sustain a consistent and high level of performance. It should be noted that for the study, the quality level and consistency of performance are two distinct concepts. Whereas a firm with a high quality level outshines its competitors in the short term, consistency involves maintaining that high WHY YOUR CUSTOMERS SHOULD BE CENTRAL TO YOUR INNOVATION A version of this article appeared in the Winter 2019 issue of strategy+business.. There’s a big mistake that a lot of companies make. It’s one that until a few years ago was common in my own organization, and it stems from a worthy goal: to boost innovation. HOW LEADERS CAN IMPROVE THEIR THINKING AGILITY Every individual displays a unique mix of these, expressing some more dominantly than others. And the way an individual navigates his or her daily work — communicating, building relationships, solving problems, and making decisions — reflects the strengths or limitations of his or her thinking in the four dimensions. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and THREE POST-PANDEMIC PREDICTIONS FOR THE WORLD OF WORK When there is a gap between words and action, people will spot it and call leaders out. For example, Mary Barra, the CEO of General Motors, wrote in June 2020, after the killings of George Floyd, Breonna Taylor, and Ahmaud Arbery, that her goal was to make GM “the most inclusive company in SUSTAINING PRODUCTIVITY IN A VIRTUAL WORLD A version of this article appeared in the Winter 2020 issue of strategy+business.. There is a gap between the digital skills people have and those needed to live, learn, and work in the digital world. THE FUTURE OF SPORTS FANDOM COVID-19 has ushered in an era in sports watching that will be more interactive and creative in blending real-life and virtual experiences. by Kevin Maney. Photograph by Hirurg. The way most people consume professional sports hasn’t changed much since the 1960s. It’s still chiefly a live, one-way, linear broadcast to some kind ofscreen.
ALL ARTICLES BY LAWRENCE M. FISHER The Fortune 500 teller. November 9, 2015. Having applied the logic of physics to predict the life expectancy of biological creatures and cities, Geoffrey West is now searching for the scientific principles that dictate the life spans of companies. by Lawrence M. Fisher. MUTINY AMID THE BOUNTY Managers in many U.S. enterprises operate in a climate of potential mutiny amid the bounty, with staff uprisings — in the form of open letters, hostile social media postings, angry meetings, or even walkouts — occurring despite comfortable office conditions and historically low private-sector union membership. Today’s executives, moreover THREE TIPS FOR REINVENTING YOUR EMPLOYEE EXPERIENCE Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. FOUR WAYS TO REFLECT THAT HELP BOOST PERFORMANCE Photograph by Kelvin Murray. Reflection for seasoned leaders has always been a personal process. Step back. Regroup. Look in the mirror. Push the pause button. There is often an intuitive belief that reflection carries restorative powers and can even be transformational. In theory, it goes like this: On top of a mountain, a leader retreats to READING THE BODY LANGUAGE IN INTERNATIONAL NEGOTIATIONS The researchers videotaped the negotiations to examine six categories of behavior: posture, head movement, hand movement, eye gaze, facial expression, and how often the participant fell silent or kept talking. The videotapes were studied by behavioral analysts to distinguish all the body movements — from leaning back to avoiding the other YOU CAN’T BENCHMARK CULTURE But benchmarking culture isn’t feasible. A benchmarking exercise is one of analyzing and copying the things another company does. (Companies can also benchmark their own current performance against past performance.) That won’t work for cultural elements, because every company’s cultural situation is as unique as a fingerprint. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and THREE POST-PANDEMIC PREDICTIONS FOR THE WORLD OF WORK When there is a gap between words and action, people will spot it and call leaders out. For example, Mary Barra, the CEO of General Motors, wrote in June 2020, after the killings of George Floyd, Breonna Taylor, and Ahmaud Arbery, that her goal was to make GM “the most inclusive company in SUSTAINING PRODUCTIVITY IN A VIRTUAL WORLD A version of this article appeared in the Winter 2020 issue of strategy+business.. There is a gap between the digital skills people have and those needed to live, learn, and work in the digital world. THE FUTURE OF SPORTS FANDOM COVID-19 has ushered in an era in sports watching that will be more interactive and creative in blending real-life and virtual experiences. by Kevin Maney. Photograph by Hirurg. The way most people consume professional sports hasn’t changed much since the 1960s. It’s still chiefly a live, one-way, linear broadcast to some kind ofscreen.
ALL ARTICLES BY LAWRENCE M. FISHER The Fortune 500 teller. November 9, 2015. Having applied the logic of physics to predict the life expectancy of biological creatures and cities, Geoffrey West is now searching for the scientific principles that dictate the life spans of companies. by Lawrence M. Fisher. MUTINY AMID THE BOUNTY Managers in many U.S. enterprises operate in a climate of potential mutiny amid the bounty, with staff uprisings — in the form of open letters, hostile social media postings, angry meetings, or even walkouts — occurring despite comfortable office conditions and historically low private-sector union membership. Today’s executives, moreover THREE TIPS FOR REINVENTING YOUR EMPLOYEE EXPERIENCE Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. FOUR WAYS TO REFLECT THAT HELP BOOST PERFORMANCE Photograph by Kelvin Murray. Reflection for seasoned leaders has always been a personal process. Step back. Regroup. Look in the mirror. Push the pause button. There is often an intuitive belief that reflection carries restorative powers and can even be transformational. In theory, it goes like this: On top of a mountain, a leader retreats to READING THE BODY LANGUAGE IN INTERNATIONAL NEGOTIATIONS The researchers videotaped the negotiations to examine six categories of behavior: posture, head movement, hand movement, eye gaze, facial expression, and how often the participant fell silent or kept talking. The videotapes were studied by behavioral analysts to distinguish all the body movements — from leaning back to avoiding the other YOU CAN’T BENCHMARK CULTURE But benchmarking culture isn’t feasible. A benchmarking exercise is one of analyzing and copying the things another company does. (Companies can also benchmark their own current performance against past performance.) That won’t work for cultural elements, because every company’s cultural situation is as unique as a fingerprint. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWS Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and SUMMER READING SUGGESTIONS 2021 Want to be less lazy and more confident? In her new book, Wharton professor Milkman offers research-backed guidance for making changes that last. She finds that the trick is to understand your internal obstacles and select the right strategies to THE RISE AND FALL OF MERIT In the 12th and 13th centuries, Venice was the richest city in Europe. Located in an unpromising swamp, it overcame its geographical disadvantages by, among other things, embracing the talent of its citizens. Where the rest of the continent was HOW COVID-19 IS REVERSING ECONOMIES OF SCALE Photograph by Hans Neleman. For more than a decade, new technologies such as cloud computing, artificial intelligence (AI), the Internet of Things (IoT), 3D printing, and blockchain have been taking apart the large-scale industries of the 20th century and reinventing them in ways that are more lightweight, personalized, distributed, andresilient.
WHEN CYBER PIRATES STRIKE, STICK WITH INNOVATION With the advent of smartphones and other mobile devices, apps have moved to the front lines of the battle between cutting-edge tech and piracy. Researchers estimate that the mobile app market, thought to be worth more than US$106 billion, lost $17 billion in revenues to pirated software from 2013 to 2018, as pirates stole games or apps and republished them on third-party stores. FOUR DIFFERENT WAYS OF KNOWING Here are brief introductions to four ways of knowing that can help break through barriers to understanding both opportunities and risks. These are by no means the only four ways but, in my experience, they are the most useful. Use systems thinking. Linear models try to understand the whole by breaking it into the smallest possible pieces. MEDIA AND TELECOMMUNICATIONS COMPANIES MUST REINVENT Keeping these trends in mind, companies should take three actions to start redefining experiences for this new time. 1. Understand customer priorities and innovate. Customers are craving high-quality, good-value experiences that help them derive meaning and connectionfrom their day-to
A GUIDE TO MODERNIZING YOUR COMPANY’S TECHNOLOGY An essential pocket guide for your digital transformation, from legacy technology systems to the platforms of the future. A DISAPPOINTING PROGRESS REPORT ON DIVERSITY AND INCLUSION Meanwhile, the corporate demand for diversity and inclusion (D&I) is booming, according to Newkirk. In 2003, an MIT professor estimated that companies were spending US$8 billion annually on diversity efforts. In March 2018, a job site reported that postings for D&I positions had risen 35 percent in the previous two years. THE REMEDY FOR HIGH TURNOVER Job aids such as employee playbooks or laminated process cards, online trainings, and on-the-job trainings are all useful. But many companies are cutting back on time and budget to train employees, under pressure to cut costs. This is shortsighted and will backfire by fueling turnover and perpetuating lower productivity. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and HOW TO THINK LIKE A CEO A version of this article appeared in the Spring 2020 issue of strategy+business. The list of qualities and habits of mind required to succeed in the role of CEO is long; it includes resilience, stamina, high IQ and EQ, confidence, ambition, humility, vision, trustworthiness, and presence. It would be easy to come up with ahundred more
THE FUTURE OF SPORTS FANDOM COVID-19 has ushered in an era in sports watching that will be more interactive and creative in blending real-life and virtual experiences. by Kevin Maney. Photograph by Hirurg. The way most people consume professional sports hasn’t changed much since the 1960s. It’s still chiefly a live, one-way, linear broadcast to some kind ofscreen.
FOUR DIFFERENT WAYS OF KNOWING Here are brief introductions to four ways of knowing that can help break through barriers to understanding both opportunities and risks. These are by no means the only four ways but, in my experience, they are the most useful. Use systems thinking. Linear models try to understand the whole by breaking it into the smallest possible pieces. SUSTAINING PRODUCTIVITY IN A VIRTUAL WORLD A version of this article appeared in the Winter 2020 issue of strategy+business.. There is a gap between the digital skills people have and those needed to live, learn, and work in the digital world.THE POWER OF AND
The first person to bring the power of and to my attention was my colleague, Leonard Marcus, founding codirector of the National Preparedness Leadership Initiative at Harvard. Whenever I sent an article or book chapter related to our shared work on crisis leadership to Marcus to review, it would come back with each but crossed out and replaced with and. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and HOW TO THINK LIKE A CEO A version of this article appeared in the Spring 2020 issue of strategy+business. The list of qualities and habits of mind required to succeed in the role of CEO is long; it includes resilience, stamina, high IQ and EQ, confidence, ambition, humility, vision, trustworthiness, and presence. It would be easy to come up with ahundred more
THE FUTURE OF SPORTS FANDOM COVID-19 has ushered in an era in sports watching that will be more interactive and creative in blending real-life and virtual experiences. by Kevin Maney. Photograph by Hirurg. The way most people consume professional sports hasn’t changed much since the 1960s. It’s still chiefly a live, one-way, linear broadcast to some kind ofscreen.
FOUR DIFFERENT WAYS OF KNOWING Here are brief introductions to four ways of knowing that can help break through barriers to understanding both opportunities and risks. These are by no means the only four ways but, in my experience, they are the most useful. Use systems thinking. Linear models try to understand the whole by breaking it into the smallest possible pieces. SUSTAINING PRODUCTIVITY IN A VIRTUAL WORLD A version of this article appeared in the Winter 2020 issue of strategy+business.. There is a gap between the digital skills people have and those needed to live, learn, and work in the digital world.THE POWER OF AND
The first person to bring the power of and to my attention was my colleague, Leonard Marcus, founding codirector of the National Preparedness Leadership Initiative at Harvard. Whenever I sent an article or book chapter related to our shared work on crisis leadership to Marcus to review, it would come back with each but crossed out and replaced with and. COVID-19 - STRATEGY+BUSINESS COVID-19 has highlighted the importance of keeping patients, families, and caregivers informed and connected, and of valuing them as co-creators in building the future of healthcare delivery. by Ron Chopoorian, Vaughn Kauffman, and Margherita Masciariello. s+b Blogs. HOW TO THINK LIKE A CEO A version of this article appeared in the Spring 2020 issue of strategy+business. The list of qualities and habits of mind required to succeed in the role of CEO is long; it includes resilience, stamina, high IQ and EQ, confidence, ambition, humility, vision, trustworthiness, and presence. It would be easy to come up with ahundred more
THE POWER OF AND
The first person to bring the power of and to my attention was my colleague, Leonard Marcus, founding codirector of the National Preparedness Leadership Initiative at Harvard. Whenever I sent an article or book chapter related to our shared work on crisis leadership to Marcus to review, it would come back with each but crossed out and replaced with and. STRATEGY OR CULTURE: WHICH IS MORE IMPORTANT? Strategy must be rooted in the cultural strengths you have and the cultural needs of your businesses. If culture is hard to change, which it is, then strategy is too. Both take years to build; both take years to change. This is one of the many reasons that established companies struggle with big disruptions in their markets. THE NEW BEHAVIORAL SCIENCE OF RISK TAKING IN BUSINESS Financial regulators began encouraging advisors to assess their clients’ risk tolerance in the 1980s and early 1990s. That directive led the U.K.-based Psychological Consultancy to develop the Risk Type Compass.The tool evolved out of the Hogan methodology for personality assessments, which is itself based on the so-called big five personality factors that are the foundation of many THE TROUBLE WITH PUTTING GOALS AHEAD OF STRATEGY First comes the big idea; then a strategy to bring that idea to market; finally, a goal. There are two problems with putting goals before strategy. First, goals tell you very little about the fundamental choices you should make around creating customer and company value. Such choices are the very essence of your strategy. THE SUPERPREMIUM PREMIUM The first three elements of a premium-brand strategy are, finally, reinforced by pricing. Each of the four successful superpremium vodkas chose a price point for entry that was uncluttered and that reinforced its status. Absolut’s launch price was $16 per liter, roughly twice the price of Smirnoff in 1979. DOES CAPITALISM CREATE SOCIAL MOBILITY? This is the question that Gregory Clark, economics professor at the University of California, Davis, seeks to answer in his new book, The Son Also Rises: Surnames and the History of Social Mobility (Princeton University Press, 2014). Clark has a predilection for investigating interesting questions, as well as for literary puns. His last book, A Farewell to Alms: A Brief Economic History of the WHEN EMPLOYEES TALK AND MANAGERS DON’T LISTEN The researchers found that employees who suspected that their managers only feigned interest in their ideas became more reluctant to offer input. A second regression analysis showed that, in turn, when employees voiced their opinions less often, their conflicts with colleagues increased. The conflicts took a variety of forms, includingbossing
THE QUESTION THAT HELPS BUSINESSES OVERCOME UNCONSCIOUS BIAS Say the words “unconscious bias training” these days and you’re likely to get some instant feedback — much of it not so positive. Over the last few years, questions have been raised about the efficacy of diversity and inclusion training. Financial Times columnist Pilita Clark noted that “there is little evidence it changes behaviour.”. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and COVID-19 - STRATEGY+BUSINESS COVID-19 has highlighted the importance of keeping patients, families, and caregivers informed and connected, and of valuing them as co-creators in building the future of healthcare delivery. by Ron Chopoorian, Vaughn Kauffman, and Margherita Masciariello. s+b Blogs. HOW TO THINK LIKE A CEO A version of this article appeared in the Spring 2020 issue of strategy+business. The list of qualities and habits of mind required to succeed in the role of CEO is long; it includes resilience, stamina, high IQ and EQ, confidence, ambition, humility, vision, trustworthiness, and presence. It would be easy to come up with ahundred more
THE FUTURE OF SPORTS FANDOM COVID-19 has ushered in an era in sports watching that will be more interactive and creative in blending real-life and virtual experiences. by Kevin Maney. Photograph by Hirurg. The way most people consume professional sports hasn’t changed much since the 1960s. It’s still chiefly a live, one-way, linear broadcast to some kind ofscreen.
FOUR DIFFERENT WAYS OF KNOWING Here are brief introductions to four ways of knowing that can help break through barriers to understanding both opportunities and risks. These are by no means the only four ways but, in my experience, they are the most useful. Use systems thinking. Linear models try to understand the whole by breaking it into the smallest possible pieces.THE POWER OF AND
The first person to bring the power of and to my attention was my colleague, Leonard Marcus, founding codirector of the National Preparedness Leadership Initiative at Harvard. Whenever I sent an article or book chapter related to our shared work on crisis leadership to Marcus to review, it would come back with each but crossed out and replaced with and. THE REMEDY FOR HIGH TURNOVER Job aids such as employee playbooks or laminated process cards, online trainings, and on-the-job trainings are all useful. But many companies are cutting back on time and budget to train employees, under pressure to cut costs. This is shortsighted and will backfire by fueling turnover and perpetuating lower productivity. FOR COMPANIES, IT’S NOT EASY BEING GREEN In the past 20 years, corporate sustainability has come to be defined as an outlook that takes future generations into account and forces companies to manage the “ triple bottom line ” of economic, social, and environmental factors. The economic factor is obvious: Make money for shareholders. Social concepts build from that, andinclude
MORE THAN A FEELING: HOW DO YOU MEASURE CULTURE? The answer is measurement. It’s a Herculean effort to get a group of people to change their normative ways working together. Skepticism that a culture effort will make any difference is a natural, human response, so finding ways to measure, document, and broadcast how culture shifts is imperative. When done with clarity and coherence WHAT CAN THE COLA WARS TEACH US ABOUT BRAND LOYALTY? Loyalty rates were even higher at the modified brand level. People drinking caffeine-free sodas tended to stick with their chosen brand (95.9 percent for Coke, 94 percent for Pepsi). These preferences hardened even further when the authors analyzed the subset of heavy-use consumers, whose preferences appear all but set in stone. STRATEGY+BUSINESS: INTERNATIONAL BUSINESS STRATEGY NEWSLOG IN / REGISTERCOVID-19STRATEGYLEADERSHIPORGANIZATIONS & PEOPLE Business strategy news articles for CEOs, corporate executives, and decision makers who influence international business management. Corporate strategy, competition, marketing strategies, and COVID-19 - STRATEGY+BUSINESS COVID-19 has highlighted the importance of keeping patients, families, and caregivers informed and connected, and of valuing them as co-creators in building the future of healthcare delivery. by Ron Chopoorian, Vaughn Kauffman, and Margherita Masciariello. s+b Blogs. HOW TO THINK LIKE A CEO A version of this article appeared in the Spring 2020 issue of strategy+business. The list of qualities and habits of mind required to succeed in the role of CEO is long; it includes resilience, stamina, high IQ and EQ, confidence, ambition, humility, vision, trustworthiness, and presence. It would be easy to come up with ahundred more
THE FUTURE OF SPORTS FANDOM COVID-19 has ushered in an era in sports watching that will be more interactive and creative in blending real-life and virtual experiences. by Kevin Maney. Photograph by Hirurg. The way most people consume professional sports hasn’t changed much since the 1960s. It’s still chiefly a live, one-way, linear broadcast to some kind ofscreen.
FOUR DIFFERENT WAYS OF KNOWING Here are brief introductions to four ways of knowing that can help break through barriers to understanding both opportunities and risks. These are by no means the only four ways but, in my experience, they are the most useful. Use systems thinking. Linear models try to understand the whole by breaking it into the smallest possible pieces.THE POWER OF AND
The first person to bring the power of and to my attention was my colleague, Leonard Marcus, founding codirector of the National Preparedness Leadership Initiative at Harvard. Whenever I sent an article or book chapter related to our shared work on crisis leadership to Marcus to review, it would come back with each but crossed out and replaced with and. THE REMEDY FOR HIGH TURNOVER Job aids such as employee playbooks or laminated process cards, online trainings, and on-the-job trainings are all useful. But many companies are cutting back on time and budget to train employees, under pressure to cut costs. This is shortsighted and will backfire by fueling turnover and perpetuating lower productivity. FOR COMPANIES, IT’S NOT EASY BEING GREEN In the past 20 years, corporate sustainability has come to be defined as an outlook that takes future generations into account and forces companies to manage the “ triple bottom line ” of economic, social, and environmental factors. The economic factor is obvious: Make money for shareholders. Social concepts build from that, andinclude
MORE THAN A FEELING: HOW DO YOU MEASURE CULTURE? The answer is measurement. It’s a Herculean effort to get a group of people to change their normative ways working together. Skepticism that a culture effort will make any difference is a natural, human response, so finding ways to measure, document, and broadcast how culture shifts is imperative. When done with clarity and coherence WHAT CAN THE COLA WARS TEACH US ABOUT BRAND LOYALTY? Loyalty rates were even higher at the modified brand level. People drinking caffeine-free sodas tended to stick with their chosen brand (95.9 percent for Coke, 94 percent for Pepsi). These preferences hardened even further when the authors analyzed the subset of heavy-use consumers, whose preferences appear all but set in stone. COVID-19 - STRATEGY+BUSINESS COVID-19 has highlighted the importance of keeping patients, families, and caregivers informed and connected, and of valuing them as co-creators in building the future of healthcare delivery. by Ron Chopoorian, Vaughn Kauffman, and Margherita Masciariello. s+b Blogs. HOW TO THINK LIKE A CEO A version of this article appeared in the Spring 2020 issue of strategy+business. The list of qualities and habits of mind required to succeed in the role of CEO is long; it includes resilience, stamina, high IQ and EQ, confidence, ambition, humility, vision, trustworthiness, and presence. It would be easy to come up with ahundred more
THREE POST-PANDEMIC PREDICTIONS FOR THE WORLD OF WORK When there is a gap between words and action, people will spot it and call leaders out. For example, Mary Barra, the CEO of General Motors, wrote in June 2020, after the killings of George Floyd, Breonna Taylor, and Ahmaud Arbery, that her goal was to make GM “the most inclusive company inTHE POWER OF AND
The first person to bring the power of and to my attention was my colleague, Leonard Marcus, founding codirector of the National Preparedness Leadership Initiative at Harvard. Whenever I sent an article or book chapter related to our shared work on crisis leadership to Marcus to review, it would come back with each but crossed out and replaced with and. STRATEGY OR CULTURE: WHICH IS MORE IMPORTANT? Strategy must be rooted in the cultural strengths you have and the cultural needs of your businesses. If culture is hard to change, which it is, then strategy is too. Both take years to build; both take years to change. This is one of the many reasons that established companies struggle with big disruptions in their markets. THE TROUBLE WITH PUTTING GOALS AHEAD OF STRATEGY First comes the big idea; then a strategy to bring that idea to market; finally, a goal. There are two problems with putting goals before strategy. First, goals tell you very little about the fundamental choices you should make around creating customer and company value. Such choices are the very essence of your strategy. WHY YOUR CUSTOMERS SHOULD BE CENTRAL TO YOUR INNOVATION Indeed, many projects have more than 100 interviews over the development period. Here are some ideas to get that innovation-guiding framework started: 1. Get specific. It’s not enough to say “talk to customers” or “research the market.”. Establish specific THE SUPERPREMIUM PREMIUM The first three elements of a premium-brand strategy are, finally, reinforced by pricing. Each of the four successful superpremium vodkas chose a price point for entry that was uncluttered and that reinforced its status. Absolut’s launch price was $16 per liter, roughly twice the price of Smirnoff in 1979. WHEN EMPLOYEES TALK AND MANAGERS DON’T LISTEN The researchers found that employees who suspected that their managers only feigned interest in their ideas became more reluctant to offer input. A second regression analysis showed that, in turn, when employees voiced their opinions less often, their conflicts with colleagues increased. The conflicts took a variety of forms, includingbossing
THE QUESTION THAT HELPS BUSINESSES OVERCOME UNCONSCIOUS BIAS Say the words “unconscious bias training” these days and you’re likely to get some instant feedback — much of it not so positive. Over the last few years, questions have been raised about the efficacy of diversity and inclusion training. Financial Times columnist Pilita Clark noted that “there is little evidence it changes behaviour.”.CONTINUE TO SITE
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