Anybody who’s worked in a big company knows how hard it can be to find “the right someone” on short notice to help you solve a pressing business-innovation problem...But three big companies have begun to figure out how to build these large-scale pull platforms to create value for customers...and in the process, they’ve driven sustainable long-term results.
Step back for a moment and imagine that your company is in Goldman's position right now: Universally reviled; Accused of betting against not only its own customers but the entire economic wellbeing of the country; At the center of an international political storm (one example: the bank has become a talking point in the UK general election); So unpopular that you can't find political support even among the most pro-business members of the opposition.
Here are the clips from last night's historic interview with two powerhouse economic thinkers, both former economic advisors to Ronald Reagan.
No matter what you may think of Woods on a professional or personal level—or the issues of taste involved in splicing quotes to create an ad campaign around the concept of a dead parent expressing disappointment in the actions of their adult offspring—the question is one that we could all benefit by asking ourselves and those around us more often.
It's been a sad year. We've all felt it, whether it's senior management or an employee at the other end of the totem pole. While companies hunkered down and waited for the worst to pass, some chiefs and senior management saw the downtime as an opportunity to mingle with their grassroots and take their open-door policy a step further.
Glassdoor.com conducted a survey which shows employees are more confident they will not lose their jobs. However, three out of four are willing to take a pay cut to make sure. For people who are unemployed, nine out of ten are willing to work for less than they originally expected.