“…the fundamental problem was cultural differences between the two enterprises….”
It’s a good thing they figured that out before the merger.
Joblicis and Omnicom: An Awkward Disembrace
“THERE’S no point going to the justice of the peace only to end up before the divorce-court judge”—or its French equivalent—said Maurice Lévy (pictured left) this morning, commenting on the break-up
When engagement is such a problem for our military in wartime how hard is it to build engagement in our civilian organizations?
General Failure
LOOKING BACK ON THE TROUBLED WARS IN AFGHANISTAN AND IRAQ, MANY OBSERVERS ARE CONTENT TO LAY BLAME ON THE BUSH ADMINISTRATION. BUT INEPT LEADERSHIP
She also says “We need to drive a new culture because we need to do things differently [and get better and different results].”
Based on these remarks, I’d say that GM chose the right person for the top job.
Tough-mindedness beats IQ as an indicator of future success. It’s true for kids and it’s true for adults. We’ve found ways to produce Grit and the great results that follow gritty people around.
Here’s a link: http://www.davidlose.net/2013/10/angela-lee-duckworth-on-grit/
NO HIT ‘ER
Though Finch’s pitches didn’t reach the plate any faster than big league heaters do, All-Star sluggers such as Piazza and Bonds couldn’t pick them up in time.
Bonds had the television cameras turned off because he was so embarrassed by his performance.
Why couldn’t they hit Jenny Finch? Because
The whole discussion of employee engagement drives me nuts half the time. Free doughnuts and flex time isn’t the answer. Being super-nice to your employees isn’t the answer. Doughnuts and kindness may make employees satisfied, but that doesn’t mean they’re engaged.
So your people are satisfied? I could almost say who cares.
Your
From John Kotter, probably the most published business author on change, in the Harvard Business Review:
“We cannot ignore the daily demands of running a company, which traditional hierarchies and managerial processes can still do very well. Today companies must constantly seek competitive advantage without disrupting daily operations.
People have been writing for at least 20
Jeff lists five growth traits for GE people that are needed for GE to grow organically.
External focus
Imagination and creativity
Decisiveness and clear thinking
Inclusiveness
Deep domain expertise
Everyone at GE is going to have at least one of these areas as a personal focus each year.
http://www.ge.com/files/usa/stories/en/Growth_The_HBR_Interview.pdf
On the other hand, there is great satisfaction in getting through tough work efficiently, or taking real advantage of time off.
We’re always looking for insights and tips on how to do our best work in the best way.
Here’s some tips from a pro (the article is linked below):
So what’s the trick to
Here is one of the five:
A more effective US system of talent development. The nation’s long-standing advantage in education and skills has been eroding, but today real improvements are within reach. At the postsecondary level, expanding industry-specific training and increasing the number of graduates in the fields of science, technology, engineering, and math could build