Are bosses too busy with initiatives to fix business problems which are really caused by the culture?
Finding purpose in what we do is key to truly engage, collaborate, feel ownership and accountability. But how do you answer this fundamental question?
Change takes time, right? (not really)What if this assumption was totally wrong? Time Kills Change!
It wasn't the 'catastrophic IT failure' what really bothered BA's customers
What if Millennials weren’t a problem, but a solution?
Are bonuses good at motivating people? If we are looking for carrots, can we truly care for customers? How can we motivate people to truly add value?
New regulations in the UK will mean bosses can go to jail if they don't do enough to prevent their organisations for taking shortcuts. But how?
Why can't we just do the 'right things' and avoid the corruption scandals that today affect so many businesses, governments and even sports regulators?
If we build our Change Programs on these fallacies,we should not expect any good results.
This is one of the most important things to get rightwhen designing the Culture for your team or organisation.
In another month, 80% of New Year resolutions would have been forgotten. Avoid it by using these 3 insights from the world of Behavioural Economics.
Has communicating Vision and Values produced tangible results yet? Probably not, but why?
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