Liquefying an organization means disrupting the industrial-age driven assumptions on which rigid structures are designed and move on to make it adaptive, dynamic and anti-fragile.
I propose that businesses should adopt an approach of publicly reporting on customer delight/satisfaction in the same way that financial performance is reported today.
This case study is about the horizontal management model developed and implemented at VAGAS, a Brazilian software company for the recruitment market, and its main underlying ideas.
As a reverse fairy tale for the CEO set, the reality television program Undercover Boss is fascinating, not so much in the witness-to-a-train- wreck mode of the rest of the genre, but because it is so revealing of our conflicted relationship with "the boss." The premise of the show—that the only way to get a clue about what's really going on in his (or her) organization, is for the boss to go undercover on the front lines—is all too often the actual reality in organizations of any size. Yet, at the same time, the view of the boss as the ultimate authority with the heroic power to swoop in and save the day—whether that means paying down a mortgage, granting an instant promotion, or banishing a reviled policy—holds sway in real life as well as on "reality" TV.
In an era when recruiting and training more closely resemble “speed dating” than traditional apprenticeship, world-leading ophthalmic lenses manufacturer Essilor International pioneered th
At their core, talent management systems should measure and improve retention (whether people stay or go) and development (growth, bench strength, and succession).
A stressed out small businessman learns, the hard way, the importance of a work place where people are energized and motivated by working the way that works for them.
As the demographics of the workplace shift and more employees actively play games outside of work, the opportunity to use games to improve productivity expands.