My favorite part of a college football game is over before the starting coin toss. What I go for is to see the spectacular pre-game performance of the marching band. I am consistently amazed at the sights and sounds of hundreds of people playing music in sync and moving fluidly in perfect coordination. Simultaneously, the band will perform an energizing tune, revving up the fans for the upcoming game, along with creating a mesmerizing visual sight of various shapes and patterns as they move around the field.
Competition in the workplace is a topic of conversation that often draws a lot of opinions. Having worked in sales roles my entire career, I have been surrounded by competition and have seen both the good and bad effects of it. One of the requirements of having competition in the workplace is transparency. How can you compete unless you know what other people are accomplishing, right? That is often the problem. Some departments have no problem opening the kimono of results (sales), while many other departments have a huge issue with openly comparing the results of employees to their colleagues.
At a time when innovation and growth are key drivers of success, businesses are also increasingly constrained by reduced budgets and skill shortages. When time and resources are at a premium, many organizations are recognizing the importance of effective project management to ensure successful innovation. According to the most recent Global Project Management Report by Price Waterhouse Coopers (PWC), 97 percent of respondents would describe project management as critical to organizational success.
After a successful pilot engagement, Coca-Cola Canada launches SoapBox nationally to more the 6300 employees in over 50 locations across the country.
What is a learning organization you ask? HBR defines a learning organization as “an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.” Essentially, this means that the organization can take new knowledge and apply it to a new way of working.
Engineers strive to obtain the ultimate of efficiencies and performance of the systems they build. As such, business leaders can learn a lot from how engineers manage their time, project, and team.
“We want to engage our employees in our innovation process” is a statement we hear in many of today’s corporations, just like we hear, “I want to be an Olympic champion” in fifth grade classrooms during the Olympics. Both are of course possible for some, but how many will actually take the necessary steps to accomplish these very challenging goals? Interestingly, for these two very different objectives, I see many common denominators.
In 2001, Chip Conley was the successful CEO of Joie de Vivre Hospitality, consisting of twenty thriving boutique hotels in San Francisco that he built from a single motel. At the age of twenty-six, he suddenly found himself at the brink of failure when the dot-com industry collapsed. He watched revenues in the hotel industry hit all-time lows, threatening his empire. Looking for answers, Conley found himself in a local bookstore, where he rediscovered a book about finding meaning in life.
Engaged employees are a precondition for the success of any organization. As the link between people and performance becomes increasingly clear in health care, employers are looking for new and better ways to strengthen this tie. We are continuing to learn more about the positive relationship between improved levels of employee engagement and organizational outcomes, ranging from quality of care to cost reductions to retention.
You only get one shot at winning a user and, unfortunately, no two users are alike. Add one too many friction steps and that user is gone. So before you try to push out a new application to your users, make sure you’ve analyzed the software you’re looking at through these lenses.
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