As the Corona virus endures, its impact on corporate work life becomes increasingly profound. In this new “virtual” reality, leaders must now switch from their initial survival mode to a model that releases the energy, creativity and motivation of their workforce. How can a sustainable post-Corona business model be developed?
For companies in transformation due to rapid growth, strategic transition or M&A activities or those in need of revitalization due to poor employee engagement or lackluster business performance, having a solid business ‘operating system’ in place will likely make the difference between success or failure — enjoying a return on investment or realizing sunk costs — on the work that must be done to reach a vision.
While most companies want tribal brand loyalty, many are unclear about how to create raving fans that believe in and support a company’s Purpose. Creating advocacy is a journey—belief and trust can’t be built overnight.
I recently went to a client kick-off meeting with MOGAS Industries, a valve company that we are consulting for. It was a rainy, dreary day when we pulled up to a bright and welcoming campus.
It’s a challenging market and your company is trying to get work done. You need your employees to get on board and help you achieve your goals together. It’s easy right? Send a few emails, call a couple of meetings and everyone knows what’s going on.
In my previous post on the Current Trends in Investor Communications, I highlighted some of the data from the January 2013 data on annual reports from the National Investor Relations Institute (NIRI). What we are finding is that many of the trends we saw two years ago, such as the shift away from the traditional report to the summary and 10-K wrap, are still continuing, and the shift towards digital is increasing.