Manonamission.blogspot.com is a great collection of corporate mission statements. I recently used its search function to find examples of companies that prominently and publicly state something close to "people are our most important asset." Here's a partial list: Nestlé, Procter & Gamble, Land...
Too many organizations are operating with a terminally creaky design for unleashing human potential, says Dan Pink, author of Drive: The Surprising Truth About What Motivates Us. Our newest MIX Maverick, Pink describes what's wrong with how we think about what makes people tick—and how to rethink what helps them soar.
Organizations that thrive over the long run, in good times and bad, pay explicit attention to all these issues. Three of them, though, seem particularly crucial as we think about new challenges confronting us today.
MIX Maverick Daniel Pink describes why it's so hard to make the transition from old-school control to new-age engagement—and how the most progressive organizations make the shift.
Is it possible to drive customer value and internal alignment at the same time? It is -- especially if you use a proven, powerful tool that we call the Value Roadmap.
If you're not developing your sharing strategy, you're bound for obscurity, says MIX Maverick Seth Godin. The game has changed. Now if you want to win, you have to figure out a way for everybody to win.
Work can be fun. But until now there has been no systematic way to make it so. We analysed people’s motivation and built a taxonomy of 21 types of fun.
The work of leadership changes dramatically when wage slaves become artists, argues MIX Maverick and bestselling author Seth Godin. The best leaders make their organizations havens for heretics by suspending religion (rules) whenever possible and focusing on faith (deeper purpose).
"I would not give a fig for the simplicity on this side of complexity, but I would give my life for the simplicity on the other side of complexity." —Oliver Wendell Holmes When it comes to managing their costs most companies operate with a simple model. They start by trying to maximize their gross...
Stop trying to fit workers in a "good" (or "performer") or "bad" ("underperformer") binary classification and instead adopt a richer language which fits reality of people better.
