Corporate Culture Articles
Creating an atmosphere of excellence and purpose takes time and patience. So does building a support system that favors employees and allows them to do their best every day.
It’s been one year since the #MeToo movement began with The New York Times reporting the first allegations against movie producer Harvey Weinstein. So how have workplaces changed? The long and short of it: There have been positive changes, but there’s still more work to be done — and a lot of that is HR’s responsibility.
Corporate culture and its direct byproduct, employee engagement, play a critical role in organizational success. But just because a strong culture and engaged employees are important doesn’t mean they’re easy to attain.
Recent revelations about poor leadership behaviour powered by the #metoo movement are highlighting that despite policies, procedures and culture, employees still do not feel totally safe to share their observations, concerns and stories of unacceptable or downright abusive treatment without fear of reprisal. That is not acceptable.
Drucker found many professionals failed because they spent more time on office politics than they did on knowing what they were supposed to know. It is unfortunately true that some otherwise skilled professionals don’t “know their stuff” to the extent that they should, and don’t seem much to care.
This week marks the third anniversary of Hamilton: An American Musical’s Broadway opening. It’s been a remarkable run. Hamilton now has productions in New York, Chicago, and London, with a traveling company that is touring the U.S., opening most nights to sold-out houses of diehard HamilFans.
Technology has historically moved the dial on where, how and when work is done. In the past, smartphones brought on a new level of mobility and flexibility. Now, voice technology, artificial intelligence and blockchain are revolutionizing the modern workplace. But as digital innovation progresses, the cultural shift around digital security must evolve equally as fast.
Fun fact: the average business today uses over 300 applications to run the enterprise. Employees shift between these apps every two to three minutes, and according to McKinsey, spend almost 50 percent of their time searching for information and managing communications.
Developer Rich Geldreich shares what it's really like to work at companies like Valve.
What if all social impact organizations held their leaders and staff accountable not only for what they accomplish, but also for how they accomplish it?
Companies seeking cybersecurity personnel often hire people with military backgrounds, raising challenging questions about how to best bridge differences in organizational culture, specialists in the field say.
I have always been skeptical of corporate culture. When I hear the word, what comes to mind is those cheesy inspirational signs from the 90s featuring high-def photos of jungle animals and waterfalls. You know the ones. My dad used to have one that said, “LEADERSHIP: Staying in front of the pack.”
Having spent the majority of my working life in companies with more than 180 years and 350 years of history respectively, I’ve heard my fair share of “But we’ve always done it that way!” internally.
Our organizational alignment research found a strong and aligned culture accounts for 40 percent of the difference between high- and low-performing teams and organizations in terms of revenue growth, profitability, customer satisfaction, leadership effectiveness, and employee engagement.
On Thursday, May 17, in downtown Greenville, the NEXT organization sponsored an evening with Paul Singh, of ResultsJunkies.com, as well as Brooke Navarro and Ben Freeland, both of whom are investment bankers at Barclay’s. All three came to share their thoughts about what makes companies attractive to investors.