… Maybe that’s an over-statement, but it holds some truth. In the words of one CEO, The Times article continues: “You don’t have to train machines.”
In many ways, the seismic shift we’re seeing in the jobs economy towards more highly skilled workers calls for people—especially, the unemployed and underemployed—to clarify,
Why do we spend so much time studying customer needs as the basis for innovation, when its real source is right in front of our eyes? Innovate from the core and you’ll guarantee that your company enjoys a long and happy life.
We live in a time of purpose-driven companies and purpose-driven lives. One of the groups that promotes the power of purpose is the Conscious Capitalism Institute (CCI). As someone who knows how powerful purpose can be when it is authentically derived (read: innate identity), I’m a fan. But, oh, the challenges.
Until the recent debacle over unintended acceleration, Toyota enjoyed the rewards of being a stellar global brand that could do (almost) no wrong.
There’s so much talk these days about personal branding and how important it is to shaping a successful career. But exactly what is a “personal brand” and where does it come from?
The seeds of Tiger Woods’ undoing were sewn years ago – and they had nothing to do with him being the king of golf.
Tiger’s father, Earl, apparently told his son, over and over, that he would be
Over the past year, we’ve been slammed by a blinding economic crisis that’s taken the wind out of many people’s sails, including mine. It’s gotten me to think about what matters – and what I believe at my core.
Last month, I came across an intriguing article in The New York Times entitled, No question we’re in a financial pickle. What do we call it? At first, worrying about what to call this financial mess seemed trivial. It’s not.
We’ve lost our bearings. The financial crisis has become a crisis of confidence not just in core asset values, but in ourselves and what we have built over time. In one sense, the insanity of the moment suggests that we no longer know we are. And so, what do we do?
I just read a piece in The New York Times Sunday business section called “The Pull of Heavy industry.” It features Alex Kummant, the CEO of Amtrak. When asked about what keeps him up at night (besides his 4 month old), he said, “human resources issues.”
