Sentences with phrase «what business culture»

Not exact matches

And I think that's individual decision that every brand has to make when thinking about how it's best for their business, but also what's best for what their culture represents and what they want to stand for in the marketplace.

Identify that critical need, determine how you measure success in the position, assess the common attributes of your top performers, determine what qualities mesh with your culture... and tailor everything to finding the perfect person to solve that critical business need.

Reacting to the announcement, the Spanish ministry of education, culture and sport said the company was making a business decision to pull out of certain services but that the government remained open to negotiation about how it implemented what its statement referred to as a «Google tax».

Change is critical — even if it means losing top performers — because the world has changed and what happens in the culture of a company affects business metrics, said Huffington, who founded media website HuffPost.

It's also a great way to gain hard intel on how other cultures do business, what's different about overseas markets, and how to sell to those from a different background than your own.

The problem perpetuated by the show, argues Kopke, is that it contributes to a business culture that revolves entirely around the pitch, a short - sighted approach that barely scratches the surface of what an entrepreneur has to offer, or what it means to grow an idea into a long - term business plan.

Such event helps create a employee culture that consistently engages and enhances loyalty and attracts potential talent who are already passionate about what your business does.

Always striving to get better at what you do is part of the culture of the best businesses.

Adding another $ 1 billion to supporting innovation is good, but what we really need is to build an innovative culture within businesses.

In the post «What Truly Great Bosses Believe» (excerpted from Business Without the Bullsh*t), I go through all eight of the core beliefs that tend to result in a corporate culture that is flexible and thus adapts more easily to changing conditions.

Although focusing on organizational culture as a differentiator has become a more common practice in the business world, there are still many misconceptions about what culture really means and how to make it successful.

Take time to figure out how a cultural component could strengthen your business and then be thoughtful about what type of culture you want to create.

What great examples do you see that foster great business cultures?

Bring in guest speakers from a variety of cultures, ethnicities and industries to share what their varying perspectives bring to the business table.

The decision will be based on the nature of the work, your business culture, what you can afford and perhaps, most importantly, government rules.

Two tech companies, in particular, have made pay transparency a core part of their company culture, becoming dynamic case studies for what an open pay system can do for business.

«We plan to continue to run Zappos the way we have always run Zappos — continuing to do what we believe is best for our brand, our culture, and our business,» Hsieh writes in his letter.

«What if the future of business culture is to be more human?»

Like a lot of what obsesses business these days, growth hacking emerged from the culture of tech startups.

What's more, a unique Southern perspective exists when it comes to big business lending a hand to smaller companies: It's part of the culture.

Communication is deeply intertwined in an organization's culture, which is why it's crucial to keep good communication practices at the center of your business, no matter what industry you're in.

As part of the initiative, we asked the many businesses that applied to be on the list what a high - performance company culture means to them.

INNOVATING WITH PURPOSE Talent Track hosted by Cornerstone OnDemand Every business needs to take the long view when it comes to employees — and that means knowing not only what they need on Day One but also what will keep them there: a great culture, as well as opportunities for growth and for making a positive impact on the broader community and world.

A workplace rich in culture is what separates the leaders from the rest, recognizing that it takes a multitude of different points of view to fully comprehend the complexity of business challenges.

We plan to continue to run Zappos the way we have always run Zappos — continuing to do what we believe is best for our brand, our culture, and our business.

Episode # 5: Transforming your Company's Culture — Marissa Levin (CEO of Successful Culture, an organization dedicated to helping leaders build extraordinary cultures) discusses what it takes to create a thriving company culture and how that can lead to a more fulfilling, successful businessCulture — Marissa Levin (CEO of Successful Culture, an organization dedicated to helping leaders build extraordinary cultures) discusses what it takes to create a thriving company culture and how that can lead to a more fulfilling, successful businessCulture, an organization dedicated to helping leaders build extraordinary cultures) discusses what it takes to create a thriving company culture and how that can lead to a more fulfilling, successful businessculture and how that can lead to a more fulfilling, successful business model.

Dev shares some key insights about what makes companies great and how a business culture based on empathy brings the best out in people.

«What's going on is that many CEOs, COOs, GMs, and other executives haven't figured out that sales and marketing alignment is more about culture, philosophy and business orientation than it is about marketing providing sales with leads, marketing messages and sexy product brochures and sales selling enough so everyone, especially those in marketing, gets to keep their jobs.»

[23:29] Creating raving fans within your company [25:03] A small business success story [26:56] Process - centric vs. Hero - centric [28:57] Why B players are the biggest threat to an organization [30:13] The Peter principle [33:32] Understanding what an employee's true gifts are [35:21] Business trends that will stick around [37:35] Engaging contractors in the companybusiness success story [26:56] Process - centric vs. Hero - centric [28:57] Why B players are the biggest threat to an organization [30:13] The Peter principle [33:32] Understanding what an employee's true gifts are [35:21] Business trends that will stick around [37:35] Engaging contractors in the companyBusiness trends that will stick around [37:35] Engaging contractors in the company culture

Interviewed by Canadian Business for «Myths and Reality: Board Culture — not structure — is what ultimately creates good corporate governance» August 13 - 27, 2007, 60 - 63.

I can only hope that this attempt is taken more seriously than the largely muted and clearly unsuccessful protests of late last season... although the plane writing escapade brought some much - needed attention to the matter, it failed to resonate with fence - sitters and those who had just recently fell off the Wenger truck... without a big enough showing of support the whole endeavor appeared relatively weak and poorly organized, especially to the major media outlets, whose involvement could have significantly changed what was to follow... but I get it, few wanted to turn on their club, let alone make a public display of their discord... problem is, they are preying on that vulnerability, in fact, their counting on you to keep your thoughts to yourself... who are you to tell these fat cats how to steal your money... they have worked long and hard to pull the wool over your eyes... they even went so far as to pay enormous sums of cash to your once beloved professor to be their corporate spokesmodel so that the whole thing would be more palatable... eventually the club made it appear as if this was simply a relatively small fringe group of highly radicalized supporters, which allowed the pro-Wenger element inside the club hierarchy to claim victory following the FA Cup win... unfortunately what has happened to this club can't be solved by FA Cups or a few players coming in, the very culture of this club needs to be changed and that starts at the top... in order to change the unhealthy and dysfunctional narrative that has absorbed this club we need to remove everyone who presently occupies a position of power... only then can we get back to the business of playing championship caliber football, which should always be the number one priority of this organization... on an important side note, one of the most devastating mistakes made in the final days of this hectic and poorly planned transfer window didn't have to do with the big name players like Sanchez or Lemar, but the fact that they failed to secure Jadon Sancho, who might even start for Dortmund this season... I think they might seriously regret this oversight... instead of spending so much time, energy and manpower pretending that they were desperately trying to make big moves, they once again lost the plot due to their all too familiar tunnel vision

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...

The chancellor, in a speech to the Federation of Small Businesses (FSB) last night, defended the free - market against what he sees as an anti-business culture created by the debate on banker bonuses

«But it also includes the great universities, the music, the arts, the culture, and yes the economy and what a great place this is to start a business,» he added.

They discuss all things company culture (MBG's is the BEST), using social media in a fun and inspirational way, founding a mission - driven company, what it was like to watch their passion project grow, balancing a business & a (brand new!)

But what if the culture at your company isn't just business casual, but ultra-feminine business casual — and you're still most comfortable in a gray suit?

• But definitions of what exactly constitutes business casual dress can vary based on factors like your company, climate, and culture.

A lot of what I invest in is local, meaning teams that are doing business where they are also savvy about the culture and the market.

Nevertheless many have adopted what they would regard as the more successful parts of Western culture (such as ways of doing business) in order to further their own countries in a highly - competitive modern world.

Tim Grierson, Screen International; Ed Gonzalez, Slant; Pete Hammond, Deadline; April Wolfe, L.A. Weekly; Scott Marks, San Diego Reader; Susan Granger, SSN Syndicate, Chris Nashawaty, Entertainment Weekly; Eliza Berman, Time; Tomris Laffy, Freelance Writer; Gene Seymour, Newsday; Colin Covert, Minneapolis Star Tribune; Allyson Johnson, The Young Folks; Drew Taylor, Movie Fone; Allison Shoemaker, Consequence of Sound; The Daily Times; Reuters; Nick Schager, Esquire; Carrie Rickey, The Philadelphia Inquirer; Erik Anderson, Awards Watch; Matt Patches, Thrillist; Kevin Laforest, Extra Beurre; Scott Mendelson, Forbes; Dana Buffa, KSDK St. Louis; Rahul Punja, Blasting News; Alissa Wilkinson, Vox; Ann Hornaday, Washington Post; Kyle Turner, Mass Appeal; Brian Tallerico, RogerEbert; David Ansen, Newsweek; Joe Stemme, Mark Johnson, Awards Circuit; Jazz Tangcay, Awards Daily; Claudia Puig, LAFCA; Ethan Anderton, Slash Film; Nick Clement, Freelance Writer; Ben Pearson, Slash Film; Jack Girous, Slash Film; Richard Lawson, Vanity Fair; Amy Nicholson, MTV; Oliver Jones, Observer; Laura Clifford, Reeling Reviews; Anne Thompson, IndieWire; Kye Buchanan, Vulture; Yahoo Movies; Matt Donato, We Got This Covered; Bilge Ebiri, Village Voice; Joey Magidson, Awards Circuit; Julie Kosin, Harper's Bazaar; Christopher Bumbray, Joblo; ScreenCrush; Andrew Shearer, Online Athens; Marlowe Stern, The Daily Beast; Jonathan Caouette, Filmmaker; Edgar Wright, Filmmaker; Ben Croll, The Wrap; Pop Crush; Nathaniel Rogers, The Film Experience; Kent Turner, Film Forward; What Culture; Steve Pond, The Wrap; Richard Roeper, Chicago Sun - Times; Peter Debruge, Variety; Jordan Raup, The Film Stage; KGMI; Hunter Heilman, Niner Times; Jeffrey Wells, Hollywood Elsewhere; Peter Travers, Rolling Stone; Kenji Fujishima, Paste; Larry Bartleet, NME; Matt Prigge, Metro US; Matt Hoffman, The Film School Rejects; Bill Goodykoontz, Arizona Central; Edward Douglas, The Weekend Warrior; Brian Truitt, USA Today; Jake Mulligan, DigBoston; Rafer Guzman, Newsday; Alex Bieze, Asbury Park Press; Matthew Jacobs, The Huffington Post; Clayton Davis, Awards Circuit; Glenn Whipp, Los Angeles Times; Complex; Consequence of Sound; David Edelstein, Vulture; Angie Han, Mashable; Paste; Jason Guerrasio, Business Insider; Erik Childress, The Playlist; David Ehrenstein, L.A Weekly; Josh Brunsting, Criterion; Jon Frosch, The Hollywood Reporter; Edwin Arnaudin, Citizen - Times; Steve Erickson, Village Voice; Joana Langfield, The Movie Minute; Graham Fuller, Culture Trip; Chuck Wilson, Village Voice; Dan Sallitt, Filmmaker; Hans Morgenstern, Indie Ethos; Robert Abele, The Wrap; Luke Y. Thompson, Nerdist; Nicolas Bell, IONCINEMA; Jacob Hall, Slash Film; Jared Mobarak, Freelancer; Robert Koehler, Film Comment; Jason Shawhan, Freelancer; Michael Atkinson, Village Voice; Todd Gilchrist, Freelancer; MaryAnn Johanson, The Flick Filosopher; Eric Henderson, Slant Magazine; Roger Moore, Movie Nation; Juan Barquin, Miami New Times; Saul Austerlitz, Five - Thirty - Eight;

Are business organizations really paying attention to what technologies will have an impact on the learning culture?

If Artificial Intelligence is going to play a greater part in the business culture, what will this mean for human...

What it takes to implement integrated units of teaching - allocated teacher preparation time; an all in approach and culture, where schools are prepared to invest in a system of integrated courses across a whole stage or school; a readiness to engage in community and business partnerships; a willingness to be adaptable and flexible in terms of teaching time and staffing issues.

They chatted about what Atlantic writer Megan Garber got wrong about libraries, how they are different from a business, the issues of privilege and access, and briefly on the perception of libraries in today's culture.

Set against the fascinating backdrop of Los Angeles show business culture, with an insider's ear for writer's room showdowns and an eye for bad backstage behavior and set politics, Jennifer Weiner's new novel is a rollicking ride on the Hollywood roller coaster, a heartfelt story about what it's like for a young woman to love, and lose, in the land where dreams come true.

Read on in Generation Rx for: — exclusive interviews with the strategists, scientists, and current and former heads of GlaxoSmithKline, Eli Lilly, Merck, Roche, and more — a first - ever, inside look at the rollicking business story behind pharma's rise to power — the dramatic effects our drug culture is having on our major organs, from the liver to the heart to the brain — why old bodies and young bodies are the biggest, and riskiest, arenas for our great American prescription pill party — how the largely uncharted terrain of polypharmacy (various drugs taken together) has unleashed unanticipated, often deadly, consequences on unwitting patients Generation Rx will make every American who has ever taken a prescription drug look anew at what's in our medicine cabinets, and why.

Digital comics Pundit Rob Salkowitz, author of Comic - Con and the Business of Pop Culture, tracks the rise of digital - first comics over the past year and discusses what sets them apart from their dead - tree counterparts.

If mgmt has repurchased for years, using reliable free cash flow, and says they will continue, and shares are below NCAV, then simple inertia would suggest the shares are a good deal, no matter what the wider business culture.

You can be a dispassionate observer, running around, taking notes about night life and not really understanding what's going on... or you can immerse yourself in the culture and come up with some deeper insights, but you must then walk that fine line between business and pleasure.

No matter which industry you work in, or what types of landscapes and cultures you prefer, business and pleasure don't have to be mutually exclusive when you make your work in these amazing destinations.