Corporate Culture

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Image courtesy of Rolls-Royce.

Uncommon Sense: How to Turn Distinctive Beliefs Into Action

Most strategy making begins in the wrong place. Many companies rely on frameworks and models from the strategist’s toolbox, including industry analysis, market segmentation, benchmarking and outsourcing. As a result, they short-circuit the real work of strategy and miss out on finding new insights into the preferences or behaviors of current or potential customers. Few companies develop original strategies by formulating hypotheses and then testing them in a competitive setting.

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IKEA: Hiring on Values As Well as Skills

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Instead of looking just at job-related skills and experience when deciding who to hire, culture-focused companies such as IKEA “expanded their selection criteria to include cultural fit,” assessing applicants’ personalities and values, according to new research.

Image courtesy of Flickr user smi23le.

The 2011 Richard Beckhard Memorial Prize

The editors of MIT Sloan Management Review are pleased to announce the winner of this year’s Richard Beckhard Memorial Prize, awarded to the author of the most outstanding SMR article on planned change and organizational development published from fall 2009 to summer 2010.

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Image courtesy of Flickr user raspberreh.

Are You Ready to Reengineer Your Decision Making?

There has been enormous progress in embedding the use of analytics at lower levels of companies. But according to Thomas H. Davenport, professor at Babson College and one of the best-known thinkers about analytics and business intelligence, the upper levels of companies haven’t kept up.

Image courtesy of Nestle.

On the Rocky Road to Strong Global Culture

Companies often approach the process of developing a global culture as a one-way process dominated by corporate headquarters, exemplified by common terms such as “cultural transfer” “and “culture dissemination.” Also, core values often originate at corporate headquarters and fail to reflect and incorporate diverse cultural influences. This approach breeds skepticism about global culture among overseas employees, who may perceive headquarters’ core values as ethnocentric and parochial.

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Creating a culture of innovation

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The CEO of W. L. Gore & Associates offers insights into how the company has built a culture that fosters innovation.

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Managing from a distance

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In an era of widespread telecommuting and geographically dispersed teams, more and more business leaders need to know how best to manage employees who are seldom in the company offices.

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Showing 21-40 of 61