Articles
Transforming an organization is never easy, no matter how large or small the company. Some recent research quantifies exactly what’s necessary and offers some for how to design and implement full-scale change.
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Bob Chapman's claim to fame, according to his publicist, is that he has done more for his employees than possibly any other CEO. All of his employees, not just those on the ladder's top rung.
That sort of claim is hard to verify. We're not even going to try.
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We’d call Herminia Ibarra a Renaissance woman if we didn’t think that description sold her a little short.
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The world is being dramatically changed by a trend of “reimagining,” said Michael Sampson, collaboration strategist and author of several books on collaboration.
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One tech CEO claims that she focuses on cultural connections as much as technical capabilities when she is interviewing prospective hires for her software company.
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Today we kick off our new feature What's in a Name with a look at Jellyfish, Marketo and Influitive.
Jellyfish Online Marketing
Founded: 1999
Headquarters: Reigate, England and Baltimore, Md.
Number of employees: 260-plus
Specializes in: PPC, SEO and social, creative, display, analytics and digital marketing training
CEO:
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It's often hard to understand the relationship between a company's name and it's purpose, especially in the tech world.
A lot of new and existing tech companies — including some with proven business potential — sound painfully akin to a middle school pseudonym or, even worse, a college party game.
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Paul Voss is an ethics expert
To understand the gist of his message, just think about those drunk driving Public Service Announcements you see on TV nowadays. If you drive drunk, the commercials warn, you'll get caught.
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Grovo co-founder and CEO Jeff Fernandez thinks he's created a better way to learn at work.
Grovo empowers companies with the technology and content "to align, educate and inspire" their teams, he said.
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Humans are not logical beings. We're emotional animals.
That goes a long way to explaining why employee engagement initiatives at companies have failed over the past 20 years. Bosses approach their workers as if they're rational. Employees react to perceived slights with their hearts and pretend they're using their brains.
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An effective digital workplace decouple work from physical locality and deliberately focuses on a more consumer-like employee experience.
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Think of an organization or company you admire. It seems to accomplish things your company only talks about in endless meetings. Not only does it deliver the goods, its customers relish its products and services.
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The theory is the higher you are on a organizational chart, the fewer hours you work. But is that really true? We took a look at the hours logged by those in the C-suite, as well as the types of activities occupying most of their time.
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With so much focus these days on the customer experience, I wonder how many companies understand the role they play. I'm not talking about the technology they use or the workflows they develop to keep the well-oiled machine working.
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