Sentences with phrase «culture value change»

She discusses the culture value change starting at about the 11:30 point in the presentation.

Not exact matches

In my company's culture change process, clients begin by formalizing their team's organizational constitution (purpose, values and behaviors, strategies, and goals).

When the pressure's on in the workplace, the Alignment Express can go off the rails: shrinking budgets, org changes, and shifting strategies force teams to do whatever it takes to keep trains on time... often at the expense of culture and values.

Beneath the surface, though, the name change reflects the vision of an organization hoping its brand, culture, and values will endure for generations to come.

These are not values that change from time to time, situation to situation or person to person, but rather they are the underpinning of our company culture.

When the culture of an organization values learning, especially reading, it reflects a willingness to learn and change minds, to be open to new ideas and concepts that may indeed bolster both personal and professional endeavors.

«We actually believe that without significant change to the culture at Yahoo, the core business could just as likely (if not more likely) decline in value going forward, thereby making a near - term sale of the core business even more clearly the correct decision,» Mr. Smith wrote in the letter.

He wrote that the value of Yahoo is likely to decline further «without significant change to the culture» and added that «we can not imagine that any prudent individual assigns a high probability that Yahoo is on a path to substantially increase» its profits.

[05:50] Do it for passion, not for money [06:10] The importance of innovation and marketing [06:30] Start with a mission and finding how to add value [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a sevalue [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a seValue - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a sevalue you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a second?

«Looking ahead, while the industry faces headwinds and an accelerating pace of change, we believe we are well positioned to deliver long - term shareholder value by leveraging innovation, our values - based culture which supports strong client relationships, and prudent capital and risk management.»

Nonetheless, she is surely correct that conversion narratives (such as, most famously, Augustine's Confessions) are of little help in plotting these social changes and that Christianity was indeed influenced by the values of aristocratic culture.

(Margaret Mead, Culture and commitment: A Study of the Generation Gap, (Garden City, New York: Doubleday, 1970) Lightning - fast social changes have widened the communication and value gap between the generations to an unprecedented degree.

Because if I do say it, though it can be true in a sense, this is not a truth by which I myself can be penetrated: otherwise I should either have to go mad or change myself» (Culture and Value, amended second edition, edited by G. H. von Wright [Oxford University Press, 1980]-RRB- Is «filth» too strong?

Now we have come to see culture more empirically as the changing values and meanings that inform a way of life.

If the condemnation of homosexuality depends on the historical and social context, then the morality of the Bible changes with time and culture, and thus is relative to and dependant on human values.

Public schools inevitably reflect the changing values of the culture.

At this stage of the gender revolution, some 15 years after Beijing, the agents of change want countries - national governments and cultures - to «own» the gender agenda, to become themselves the drivers of the process that will transform their own values from within so as to align them with the norms coming from UN headquarters.

It calls every member of the Church • to renew their faith; • to make an actual effort to share it; • to recognise, certainly, a growing awareness of people to the changing circumstances of life today; • to value what is positive in every culture, while at the same time purifying it from elements that are contrary to the full realisation of the person according to the design of God revealed in Christ.

«The question is how do you embed values in the culture of companies in a way that would change behaviors?»

Finally, and perhaps most importantly, Wallace points out that it is not the older generation — not the people who brought the old ideas, and goals, and values, and designs, from one desert to another with them — that will change this culture.

But it is a constant in a culture of changing values and rules and customs.

In describing and accounting for the lives of the Religious Right, which we define simply as religious conservatives with a considerable involvement in political activity, the book and the series tell the story primarily by focusing on leading episodes in the movement's history, including, but not limited to, the groundwork laid by Billy Graham in his relationships with presidents and other prominent political leaders; the resistance of evangelical and other Protestants to the candidacy of the Roman Catholic John F. Kennedy; the rise of what has been called the New Right out of the ashes of Barry Goldwater's defeat in 1964; a battle over sex education in Anaheim, California, in the mid-1960's; a prolonged cultural war over textbooks in West Virginia in the early 1970's — and that is a battle that has been fought less violently in community after community all over the country; the thrill conservative Christians felt over the election of a «born - again» Christian to the Presidency in 1976 and the subsequent disappointment they experienced when they found out that Jimmy Carter was, of all things, a Democrat; the rise of the Moral Majority and its infatuation with Ronald Reagan; the difficulty the Religious Right has had in dealing with abortion, homosexuality and AIDS; Pat Robertson's bid for the presidency and his subsequent launching of the Christian Coalition; efforts by Dr. James Dobson and Gary Bauer to win a «civil war of values» by changing the culture at a deeper level than is represented by winning elections; and, finally, by addressing crucial questions about the appropriate relationship between religion and politics or, as we usually put it, between church and state.

The absence of stable communities makes it difficult to transmit adult values to youth who are then chiefly formed by an ever changing youth culture.

And for many who were over 30 during the «60s, the radical changes in young people's values and life styles underscored the loss of a taken - for - granted morality that was once as integral to American culture as baseball, popcorn and Chevrolet.

What appeared to be a sudden change in national moral values was not discontinuous with developments in American culture since the beginning of the twentieth century.

That's not to say that mankind should go and change, or manipulate the original set of rules, the original set should never be altered as that provides our core, and the values that are good for one culture, may not necessarily be good for another culture.

(27) Having established some degree of critical distance from the assumed language and values of the culture, how do we develop a poetic and corporate language that can break the rim of normative consciousness and revitalize the religious imagination as a source of energy for social change?

Sociologists also deal with such topics as the components of culture, i.e., beliefs, values, language, and norms; cultural dynamics; cultural integration; cultural change; ideal culture, what people profess to follow, and real culture, how people actually behave in relation to these claims; ethnocentrism, the proclivity to see one's culture as the best and consequently all others as inferior; and cultural relativity.

Rembrandt Foods has grown significantly since its inception, but the company's core culture and values have not changed.

«We think our family based culture and values are very important, and we certainly don't expect to make any changes to that,» Josh Rothstein adds.

This mission is supported by a culture that is based on six core values: success, respect, communication, collaboration, encouragement and change.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

With consistent messaging and constant reinforcement of the value of immediate concussion reporting in achieving your team's performance goals, and by making athletes feel comfortable in reporting, we believe that, not only will attitudes and beliefs about concussion reporting begin to change, but the concussion reporting behavior of your athletes will start to change as well, and that, over time, the culture of resistance to concussion symptom reporting will be replaced by a sports culture of concussion safety.

You are also right that changing lunch culture is a a battle within a larger battle — the larger battle is about getting the public to truly value public education, understanding that it is the single-most important public program in our nation, the one that has the power to shape the future in our best (or worst) interests.

Somehow the value of working hard has been lost in today's youth sports culture and it has to change — now.

«As the world changes and opens up across boundaries of nation and culture, which values will govern the 21stC?

Like all cultures, they give us a sense of purpose and worth, to suddenly change those values for others, can create great disillusion with ones life.

Five cultures each were kept under control conditions (15 °C) and at elevated water temperature (26 °C) in combination with three different concentrations of carbon dioxide (CO2): a control value with today's conditions, the conditions of the Intergovernmental Panel on Climate Change's «worst case scenario» and the highest possible degree of acidification.

Solving these problems requires «culture change» to produce «a new research culture in which every scientist, whether trained overseas or at home, has the opportunity to demonstrate value,» Cao argues.

We must change the culture of our organizations so that women feel the value they bring to science will be encouraged and celebrated.

For the study, five cultures were kept under a constant temperature and three different concentrations of carbon dioxide (CO2): a control value with today's conditions, the conditions that could be reached until the end of this century according to the most critical calculations of the Intergovernmental Panel on Climate Change (IPCC), and the highest possible degree of acidification.

The dramatic shift has been partially attributed to First Nations peoples (a term that replaced the word «Indians» in the 1970s) gaining local control of education in 1973 and changing the on - reserve school system from a more traditional education to one mixed with First Nations history, culture, and values.

We often stand helpless against the swift changes in every aspect of the culture in our constantly value - challenging, progressively innovative modern world.

How have the dramatic changes at the top level affected the company's culture and values?

I love independent thinking yet I am immersed into mainstream culture; never changing my core values.

While these are undoubtedly positive steps, the lessons of other states suggest that merely tweaking old evaluation systems is not sufficient to change a culture that doesn't value performance.

In the end, she directs our attention to our American society, the strains that are changing it, the shift in its values, the distance from onetime practices and habits, and the sustainability of the culture we have shaped.

One of the first things we did to change the whole school culture was to get the children directly involved and feeling valued.

If Global Education shift the focus onto the transformation from a culture of reproduction and domination to one of partnership we are changing the general rules — transforming the value system underlying the global economy to make it compatible with the demands of human dignity we all ask for.

Rather, it takes time and commitment to effect deep structural changes, such as transforming a professional culture to one that values the collective efficacy of the educators and continuous learning about best instructional practice.