Each company has its own “culture” – the values and norms that define what is and isn’t appropriate behavior for the organization. Culture guides how you work, and a healthy one enables companies to attract and retain highly motivated employees and unite them around a common goal, purpose, or cause in pursuit of sustainable performance.
No one has a bigger impact on new employees’ success than the managers who hired them. Why? Because more than anyone else the hiring manager understands what his or her people need to accomplish and what it will take — skills, resources, connections — for them to become fully effective.
Strong value creation in the TMT sector benefits the overall economy, as technology and digitization pervade even the most basic industries. Digitization is creating the same sort of fundamental shift that occurred a century ago with electrification, only exponentially faster.
The transition from executive to non-executive is a particularly interesting one – one which requires an evolution from a leadership role to one requiring stewardship, guidance and, perhaps most important, mediation – aligning the interests of key stakeholders.
Companies increasingly rely on diverse, multidisciplinary teams that combine the collective capabilities of women and men, people of different cultural heritage, and younger and older workers. But simply throwing a mix of people together doesn’t guarantee high performance; it requires inclusive leadership — leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired.
In January of 2019, The Predictive Index™ surveyed 156 CEOs, presidents, and chairpeople. They asked a slew of questions that cut to the heart of what drives them, what their challenges are, and what keeps them up at night. Their answers revealed the patterns of high-performing CEOs and allowed us to explore the executives’ inner thoughts and biggest weaknesses.
Technologies – from smartphones to cloud to video to the internet – usually arrive in pairs: a “strong” form and a “weak” form. Strong technologies adapt the world to themselves, building from first principles; weak technologies, on the other hand, adapt to the world as it currently exists.
The Tech Talent Charter (TTC) was founded by a number of organisations across the recruitment, tech and social enterprise fields and was supported in the government’s policy paper on the UK Digital Strategy in March 2017.
The initiative was established to encourage organisations to deliver greater parity amongst their technical staff. The TTC is for organisations of all sizes, from start-ups to large multinationals, spanning all industry sectors from entertainment to banking.
Bibblio, with Media Voices, What’s New In Publishing and Sovrn Holdings put on ‘The Present & Future of Publishing’, an event exploring key industry developments in 2018, and a look forward to what will be making headlines in 2019.
Each year, Jeff Bezos writes an open letter to Amazon’s shareholders. Over the last two decades, these letters have become an unparalleled source of insight into how the world’s richest man — and his company — think about customers, innovation, building products, and more.
It’s widely believed that the most successful entrepreneurs are young. Bill Gates, Steve Jobs, and Mark Zuckerberg were in their early twenties when they launched what would become world-changing companies.
As technology becomes ever more the vital linchpin of business strategy and operations, many boards still do not have the know-how to oversee critical technology-driven initiatives, opportunities, and threats.