There’s a growing sentiment amongst the business world’s top thought leaders that ethics and economic performance are not at odds… in fact, they are intrinsically linked.
Robert Haas, chairman and chief executive officer of Levi Strauss & Company, San Francisco, talks about values in a recent Harvard Business Review: “We’ve learned . . . that the soft stuff and the hard stuff are becoming increasingly intertwined. A company’s values – what it stands for and what its people believe in – are crucial to its competitive success. Indeed, values drive the business.” (more…)
“Values are like a beacon in the night. No chest pounding or big shot pronouncements are needed because if you live them, they will come. When I say “they” I mean the talent you need to run the organisation, the customers who buy your product, and the communities that you operate in… There is no big mystery to it. The problem is that you have to live it — and so many companies fall short.” Ron Thomas, Human Capital Strategist. (more…)
In the modern business era, we constantly hear the terms core values, mission statements and culture and we have integrated them in the business language among many other terms. But what are company core values? Why are they so important? In this blog post we are going to discuss the importance of core values and why it is important to have core values in your organization. (more…)
Leadership. It’s the most critical aspect of any organisation, and yet often the least understood and nurtured. In today’s corporate world, formulating your own leadership strategy is essential. This may sound intimidating, but it can be simpler than expected and far more rewarding than you may have imagined. Here are some basic guidelines to help make sure your organisation isn’t just turning a profit, but continually developing its leadership muscle for sustainable success. (more…)
Without proper leadership, even the best and boldest strategies run the risk of dying on the vine with their potential never fully realised. Leadership failure-rates can range from 50% to 60%, which should be a major cause for concern as this costs organisations billions each year (Hogan et al., 1994). There is ample evidence in the news and in recent research reports that even some of the best organisations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We hazard a guess that leadership shortcomings are largely to blame. (more…)