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Culture Eats Strategy For Lunch

Culture Eats Strategy For Lunch
Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Misunderstood and mismanaged Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. Think about it like a nurturing habitat for success. Mission accomplished Vibrant and healthy

Culturematics author – Grant McCracken Trained as an anthropologist (Ph.D. University of Chicago), Grant has studied American culture and business for 25 years. He has been featured on the Oprah Winfrey Show and worked for many organizations including Timberland, New York Historical Society, Diageo, IKEA, Sesame Street, Nike, and the Ford Foundation. He started the Institute of Contemporary Culture at the Royal Ontario Museum, where he did the first museum exhibit on youth cultures. He has taught at the University of Cambridge, MIT, and the Harvard Business School. He is a long time student of culture and commerce. He has also looked at how Americans invent and reinvent themselves. He is the student of American culture. Two years ago, he published a book called Chief Culture Officer with Basic Books that argues that culture now creates so much opportunity and danger for the organization that need senior managers who focus on it full time.

Armes de réussites massives - Blogs Intelligence économique Comment voulez-vous comprendre sans savoir ? Les débats qui nous entourent dans cette année électorale foisonnent d’hypothèses ou d’affirmations, de questions et de préoccupations auxquelles répondent des propositions et des solutions sans que l’on sache si ceux qui parlent savent de quoi ils parlent. Cela ne veut pas dire qu’ils sont ignorants, mais qu’à défaut de « simplexité », la complexité des sujets à traiter ne s’accommodent pas de jugements péremptoires. Quel jugement peut-on s’aventurer à faire à partir de données disparates et isolées alors que cela nécessite à l’évidence un examen global des forces et faiblesses comparées ? On voit clairement les points qui devraient être fortement corrigés pour disposer des armes de « réussite massive » : investissements préférentiels dans les activités à haute valeur ajoutée, baisse des charges sociales, révision de la fiscalité.

Culture Vs. Strategy Is A False Choice Strategy seems to have fallen on hard times. In his recent Fast Company piece “Culture Eats Strategy for Lunch,” author Shawn Parr joins a long list of commentators, psychologists, authors, and consultants who’ve used that dietary line to argue that company culture is a greater determinant of success than competitive strategy. A strong culture is important, and for all the reasons Parr mentions: employee engagement, alignment, motivation, focus, and brand burnishing. But is it the most important element of company success, as the more ferocious of the culture warriors assert? Certainly, Southwest Airlines has a great culture and funny flight attendants. Parr attributes the success of Zappos to a culture that is “inclusionary, encouraging, and empowering.” Businesses are economic as well as human entities, and need to be built on a solid base of sustainable competitive advantage. Parr is correct that the culture of the U.S. --Author Bob Frisch is the author of Who’s in the Room?

The $100bn Facebook question: Will capitalism survive 'value abundance'? Chiang Mai, Thailand - Does Facebook exploit its users? And where is the $100bn in the company's estimated value coming from? This is not a new debate. This term was recently relaunched in an article by University of Essex academics Christopher Land and Steffen Böhm, entitled "They are exploiting us! This line of argument is misleading, however, because it conflates two types of value creation that were already recognised as distinct by 18th century political economists. But Facebook users are not workers producing commodities for a wage, and Facebook is not selling these commodities on a market to create surplus value. Indeed, Facebook users are not directly creating exchange value at all, but instead communicative use value. We can, of course, argue that Facebook does a lot more than just selling the attention. Engineering scarcity Where there is no tension between supply and demand, there can be no market and no capital accumulation. But this is no longer happening.

Culturematics– Grant McCracken How to put your money where your strategy is - McKinsey Quarterly - Strategy - Growth Picture two global companies, each operating a range of different businesses. Company A allocates capital, talent, and research dollars consistently every year, making small changes but always following the same broad investment pattern. Company B continually evaluates the performance of business units, acquires and divests assets, and adjusts resource allocations based on each division’s relative market opportunities. Over time, which company will be worth more? If you guessed company B, you’re right. For the past two years, we’ve been systematically looking at corporate resource allocation patterns, their relationship to performance, and the implications for strategy. We’ve also reviewed the causes of inertia (such as cognitive biases and politics) and identified a number of steps companies can take to overcome them. We’re not suggesting that executives act as investment portfolio managers. Weighing the evidence Exhibit 1 Enlarge Exhibit 2 Why companies get stuck Cognitive biases Exhibit 3

Bosses, Stop Caring If Your Employees Are At Their Desks In 2005, the Best Buy headquarters in Richfield, Minnesota, started shifting over to a “results only work environment,” or ROWE. Employees could decide when and where they worked as long as they met certain measurable goals. No more Monday-through-Friday or 9-to-5. Want to come in at 2 p.m. on a Tuesday? Great. You don’t even need to notify your manager, as long as you get that report done by the end of the week. Two University of Minnesota sociology professors, Erin Kelly and Phyllis Moen, recently gathered data from 659 Best Buy employees, both before and after the shift to ROWE. Kelly and Moen--who published their work this week in The Journal of Health and Social Behavior--found that employees who switched to ROWE took better care of themselves. They were healthier and they were also, it seems, more invested. The ROWE program was developed at Best Buy by Cali Ressler and Jodi Thompson. Is it easy to switch?

Newsletter - Vol 9 Issue 6 - International news from the Cultural Contact Point The Arts Council hosts the EU Cultural Contact Point Ireland: your resource for European funding for culture The Culture Programme 2007–2013 was established to enhance the cultural area shared by all Europeans, which is based on a common cultural heritage through the development of cooperation activities among cultural operators from 37 eligible countries. The Programme offers funding opportunities to all cultural sections and all categories of cultural operators contributing to the development of cultural cooperation at European level, with a view to encouraging the emergence of European citizenship.With a total budget of 400 million EUR for 2007 – 2013 the Programme co-finances around 300 different cultural actions per year. CCP Ireland to host EU funding info day in Cork When: Tuesday 6 March, 11amWhere: Triskel Arts Centre The aim of the event is two-fold. Communicating Europe Initiative: funding available  The promotion of cultural diversity and intercultural

This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Business Breaking strategic inertia: Tips from two leaders - McKinsey Quarterly - Strategy - Growth Frameworks abound for developing corporate strategy. But there’s no textbook or theory that explains how to deliver on that strategy by shifting capital, talent, and other scarce resources from one part of a business to another. One reason is that the moves each organization must make at any point in time are unique. Another is that different senior executives have different roles to play. But that’s not to say companies can’t learn from one another—in fact, understanding the broad range of reallocation challenges faced by different executives sheds valuable light on common pitfalls and the decision-making processes for sidestepping them. Featured here are perspectives from two different industries and corners of the C-suite. Prioritizing projects and regions We start from the proposition that we are not strategic capital allocators; we are bottom-up capital allocators. There’s another dimension to this, beyond just looking at our portfolio in project terms. Rebalancing the portfolio

Meg Whitman Makes HP Execs Give Up Cushy Offices To Work In Cubicles Funding - The European Cultural Contact Point Ireland In this section of the website you will find information on every aspect of funding under the Creative Europe Culture Sub-Programme 2014-2020 including: making an application; funding deadlines;guidelines for each funding scheme and how to find project partners. Don't forget to visit our frequently asked questions (FAQ) section, where we list commons issues related to funding and the Culture Sub-programme. Funding deadlines The Creative Europe Culture Sub-Programme has a fixed calendar of deadlines for the funding period 2014–2020. More information and links to where you can download guidelines for each funding scheme can be found in the available funding section. *There will be one more call for proposals for the duration of the Creative Europe programme under the European Networks strand in July 2016 for 4 year framework agreements. Back to top

For Women Leaders, Body Language Matters Research by: Deborah Gruenfeld, Moghadam Family Professor of Leadership and Organizational Behavior, Stanford Graduate School of Business Published: 2010 Deborah Gruenfeld of the Stanford Graduate School of Business had some sobering news to share with a group of high-level women executives and entrepreneurs. “When it comes to leadership,” Gruenfeld told the group, “there are very few differences in what men and women actually do and how they behave. But there are major differences in perception. Men and women doing the same things are perceived and evaluated differently.” The group took in the news during the opening session of the Silicon Valley Thought Leadership Greenhouse, an eight-week program sponsored by Stanford’s Clayman Institute and The OpEd Project that is designed to foster the public voices of innovators and leaders. Upon hearing the results of the study, heads in the room nodded in agreement. So what are women to do?

12 Brawny Business Intelligence Products For SMBs -- InformationWeek Business intelligence isn't just for the big boys anymore. Check out our short list of star SMB options, from easy-to-deploy SaaS choices to affordable versions of the biggest BI suites. 1 of 14 12 Brawny Business Intelligence Options For SMBsBusiness intelligence started out as a technology geared to large organizations with big budgets and plenty of IT support. The good news for small and midsize businesses is that BI has gone mainstream and that trend has led to plenty of low-cost, easy-to-deploy, and easy-to-manage BI options. Working smarter--not harder--is what business intelligence is all about. Midmarket CIOs Rate Analytics As Top To-Do Item 5 Factors In Agile BI Cost, IT Support Top BI Obstacles For SMBs What's Next In Analytics Can Open Source Solve Big Data For SMBs? The Ultimate Shortcut To Fast Analysis More Insights

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