As leaders, we want our companies to be nimble and innovative. CEOs are increasingly taking the wheel when it comes to directing and inspiring innovation at their companies. However, by leading with the demand for fast and lucrative innovation, CEOs can unintentionally create tension and stress within their organization and create a hazardous “innovate or die” environment.
As manufacturing firms expand domestically, they also are venturing overseas to look for growth opportunities. This is especially true as the dollar powers up, considering the WSJ Dollar Index has hit its highest mark since September 2003. In fact, half the U.S. manufacturers surveyed in this year’s Bank of America Merrill Lynch CFO Outlook are most likely to grow internationally by setting up an in-market subsidiary.
When Kevin Thompson, Director, North America Marketing - IBM Commerce, Mobile and Social, proposed a corporate Peace Corps at the firm, he was nearly laughed out of the room. The idea of Big Blue giving free consulting services to nonprofits in low-income communities in distant countries seemed so countercultural. Yet now, the Corporate Service Corps (CSC) is beloved within IBM and broadly emulated elsewhere.
The No. 1 way culture gets shaped is by leaders modeling the behavior they want to engender in the organization. It's not a program that gets implemented; rather, it is built through everyday actions and messaging. Here are three tips that can help shape a winning culture.
CEOs can play a key role in the quality of their organization’s products and services, yet only 60% of respondents to a new ASQ survey say their leaders unequivocally support the quality vision and values—key components of a successful quality culture.
Not many companies have had as much tumult lately as Sprint, which, in February, took a $1.9-billion quarterly write-off because of the reduced value of its trade name. The company’s stock price is down by more than 50%, from a high of $9.74 in June, 2014 to $4.28 on February 26, 2015, but the sale price has somewhat stabilized over the last 30 days.
Creating a winning baseball team like the San Francisco Giants, 2014's World Series Champions, is more than simply securing good players. It is, after all, a business, and there is a profit that needs to be made after paying for operational expenses. So it's not surprising to hear Larry Baer, CEO of the San Francisco Giants franchise, talk in The Wall Street Journal about the business of running a baseball franchise.
If your company’s success has started to plateau, or you suspect you’re starting to rest on your laurels, my advice is simple: Think small. Re-learn the lessons of your early entrepreneurial days, and you’ll avoid falling into a rut of complacency.
In struggling organizations, problems can arise and reinforce one another in a kind of tragic spiral. Among staff and management: silence, denial, blame, contempt, avoidance, turf protection, passivity and powerlessness often emerge and feed on each other.
Billionaire buy and hold investor Ron Baron says he invests in people, not companies.