organizational culture – Page 2

How CEO’s Can Drive Business Growth in a Disruptive World

Brett Richards, Founder & President, Connective Intelligence, Inc. In today’s volatile market, where speed and performance are critical to business success, CEOs face an unprecedented number of challenges to accelerate growth and differentiate themselves from their competitors. Now more than ever before, leaders need to take the guesswork out of driving growth with better metrics to […]

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the ceo magazine, organizational culture,

A New CEO’s Guide to Great Company Culture

Management

Mike Morris, CEO, Topcoder A great deal of our success at Topcoder can be attributed to strong company culture, and as CEO, building this culture is always top of mind. When Topcoder, now the world’s largest workforce marketplace for digital innovation, launched in 2001, we quickly realized culture was just as important to our success

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Be Aware or Beware

Management

Maxine Harris, PhD, Co-author, Lessons for Non-Profit and Start-Up Leaders Self-awareness is seen as an essential component of having healthy relationships and of achieving success in any organization. Every year, businesses of all types and sizes spend resources and what can be as much as tens of thousands of dollars (depending on the size of the

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To Avoid Dangerous Plateaus, Create a Culture of Fast Learning

Management

Amanda Setili, President, Setili & Associates When a company has just been through a period on intense change or innovation, it’s tempting to take a breather. Our instinct is to let things settle into a steady state. We reach a plateau of learning, and wish to enjoy the fruits of our labor. This is dangerous. Companies that

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Boosting Productivity by Adding FUN

Management

Dave Crenshaw, Author, The Power of Having Fun How would you describe your company culture? It’s such a hard question to answer for many executives because it may not be clearly defined—or worse—it’s the typical corporate office “blah” feeling. The feeling that causes employees to put their heads down and count down each second before

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Is Your Company Misaligned? These 5 Steps Will Get You on the Same Page

Leadership, Management, Strategy

Riaz Khadem Add up all the time wasted doing things that aren’t important in your organization—by you, your direct reports and those reporting to you indirectly. You’ll probably end up with a large number. That number represents your organization’s misalignment. We once facilitated an executive session with a large company that included three levels of

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Making Coaching Everyone’s Business

Management

Gregg Thompson, Author, THE MASTER COACH: Leading with Character, Building Connections, and Engaging in Extraordinary Conversations When I was growing up, coaches were the guys with the loud voices and even louder whistles out on the sports field. But these days, coaching is everywhere. From the basketball court to the boardroom, coaching is recognized as a critical

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Breaking the Innovation Barrier: Designing a Boolean System

Management

Brady Mick, Architect, Workplace Strategist, & Client Leader, BHDP Architecture The increasing complexity of today’s work requires creative solutions to drive results. Yet, while business beats the drum for innovation, traditional organizational structures stand in the way of achieving success. Although an essential component in many business operations, traditional management systems limit creativity, squander time and

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Leaders Can Change The Culture Of An Organization

Leadership

Kay Kendall, CEO & Principal, BaldrigeCoach The Baldrige National Quality Award is the nation’s only Presidential award for performance excellence. It is given to organizations that demonstrate sustained excellence across a variety of measures. Having worked with 19 recipients as well as recipients of the top level awards from Baldrige-based state and regional programs, we have

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Why You Need an Innovation Intent

Management

Soren Kaplan, Founder, InnovationPoint Most corporate visions and missions sound alarmingly alike: “Become the number one provider of blah, blah, blah.” These generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity. Perhaps the worst thing a company can do is give “innovation marching orders” without any guideposts. That’s when the

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