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Tuesday, May 17, 2016

What's a Connection Culture, and how do we get there?
by James daSilva


Culture is a real field of study and real, if nothing else, in the sense that people believe in it and can perceive good, bad and nonexistent cultures.

But “culture” used off-hand is vague. It implies stasis when individual humans are not static. An organization is merely a collection of individual humans, and so culture is always fluctuating, affected by internal and external forces, and fragmenting.

This difficulty in moving from the concept to the murkier reality is possibly why John Traphagan recently warned against the term “company culture”:

“The problem here is that while we use the term “culture” constantly, most of us give very little thought to what that term means and how its use influences behavior and thought within organizations”.

But that leaves us at square one. Perhaps we’d be better to spell out what exactly we mean by culture itself, as well as a “connection culture”.

  • What are the terms, the shared values and the conditions necessary?
  • What is the science and research behind these claims?
  • What are the proper caveats for the complexity of defining a company culture, building one and maintaining it at scale and over the long term?
  • How do we build culture at scale, especially when “culture” is ultimately about many local, social cultures within an organization?
  • How do we get started, even if we aren’t the boss?

 Michael Lee Stallard, with Jason Pankau and Katharine P. Stallard, makes this effort in the concise yet richly dense “Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work”, released last week by the Association for Talent Development. I recently spoke with him about the book (disclosure: I have a blurb up front praising the book), what a “connection culture” means and what inspired him to write this, his second book.

There’s much, much more in the book, but for now, here are some highlights of our discussion that hopefully sketch the journey to the book and what it stands for.

The discovery: What happens when people feel heard

“Connection Culture” was over a decade in the making, even though Stallard wrote “Fired Up Or Burned Out” in the meantime. The first seeds of what such a culture might look like came firsthand, many years ago, after Stallard had shifted from investment banking to becoming chief marketing officer at Morgan Stanley’s private wealth management division.

Stallard, new to this business, didn’t assume he had the answers. He looked to learn indirectly through research and directly by traveling to various global offices. He showed people at these offices his thoughts and asked for feedback. Some were suspicious, but others welcomed the opportunity.

“You just have those truth-tellers who will tell you what they think,” Stallard said. “And I learned a lot from them. And I also found that, a number of them who were very enthusiastic. I heard some people say, ‘Wow, it’s about time someone from New York started asking questions instead of telling them the answers.'”

Stallard took back that information, with due credit given, and what happened next? Feedback started coming from those offices:

“Hey Mike, you know, Goldman Sachs is doing this, I thought you ought to know about it. Or, we’re seeing this in clients, and we thought this might be something that’s of interest to you. And it really just created this global network of intelligence, where these people who were on the front lines were picking up the phone and just calling me when they had something they thought I should know about".

Two key insights Stallard learned:

  1. These teams wanted access to information and were finally getting it. This lack of access had not been because of malicious intent by senior management, but rather a failure to recognize that such teams “were curious. They wanted to know.”
  2. Showing interest in people’s insights reaps rewards. Stallard recognized he didn’t know this business, and by asking for advice and giving due credit, he rewarded and encouraged further help. “It gave them a voice to share what they knew. I could see they were enthusiastic about that. … And then the cynics started converting, saying, ‘You know, Mike, he’s one of us. He’s on our side.'”

 Simply put, as Stallard phrases it in the book, we’re talking about “shared identity, empathy, and understanding.”

Stallard eventually left Morgan Stanley, armed with that knowledge plus plus years at other multinational companies and experience seeing how difficult corporate mergers were in terms of culture.

Burnout does not a good culture (or healthful person) make

Why did Stallard leave Wall Street? Frankly, he was burned out. As he recently wrote:

 "As my job became more demanding I grew increasingly disconnected from my family. I didn’t feel well. My health began to suffer. I needed a lot of coffee to get me going in the morning and alcohol to slow me down at night. Eventually I left Wall Street to recover and figure out how I drifted so far from who I aspired to become".

 On a personal level, Stallard could also sense how culture affected his actions. “At some stages of my careers I was eager to get up in the morning, and the hours flew by, and I didn’t want to stop working,” Stallard said. “And other days I could hardly get out of bed. … I hadn’t changed. It was the culture I was in that was having a positive or negative effect.”

The research-backed health dangers of disconnection

His initial research then helped him develop this seed of an idea through the insights of others.

“When people told me [about] when they felt engaged,” Stallard said, “I just periodically heard the word ‘connection’ or ‘clicked.’ … it was all about this clicking or feeling connected to — ‘this work feels like I was made to do this.'” From there, he and his research partners started to drill down into this focus over years.

Over time, he realized, having a sense of connection means people are less stressed. Connection “makes people feel safe. It improves their decision-making ability and their creativity because they do feel safe”, Stallard said. “And when they’re in a culture that’s fast-changing, it can be threatening. And then people go into a stress response, where their bodies physiologically start to allocate blood glucose and oxygen to the ‘flight or fight’ systems. … And if they’re stuck in that state all the time because their culture is not safe, it’s a culture of control or a culture of indifference to people, then they’re very vulnerable” in their health.

This is also a long-term problem. Overall health, digestive and immune systems, and ultimately productivity (the workplace problem) and serious health problems (the personal problem). Scott Eblin, among others, has written on the mind and body aspect of work.

Notably, Stallard entered his research fearing a culture of control, but his research taught him that a culture of indifference was actually worse than (most) cultures of control — no human connections, just toxicity and loneliness.

What are the values of a connected culture?

So, we know some of the problems. But what is the fix? Most broadly, Stallard says:

“How do we create a culture where we will be our best, individually and collectively, so that we’re more creative, we’re better decision makers, we’re healthier, we’re happier …”

His book chooses six universal needs of humans: respect, recognition, belonging, autonomy, personal growth, and meaning.

I asked him specifically about belonging, partly out of my own interest and because it feels to me like a personal step beyond respect and recognition and autonomy — the latter three are much more common phrasings in HR departments.

Belonging can be as simple as managers caring about employees “not just as means to an end, but they care about them because they’re people, because they’re breathing,” Stallard says. “And they hold people in high esteem because they’re human beings.”

When Paul Spiegelman was at Beryl Cos., he enacted an online system for employees to alert executives whenever an employee had some sort of need. As Stallard relates:

“[One employee] broke his glasses in an accident, and so Beryl had his glasses replaced. And I think Paul actually went and visited him when he was in the hospital. You know, little things like that … these may not be hugely expensive things, but they are very heartfelt, genuine beliefs on the part of the leadership at that company. And the people who work there know it, and they perform. They feel like a family company”.

 Success stories, big, medium and small

Another example meets several of these needs, yet is incredibly simple: A one-word change in labeling by Pfizer. After a merger, when the company saw how the other firm called workers “colleagues” rather than “employees,” Pfizer adopted this practice for the whole company.

“Language is important. And it just sends a message to the colleagues they work with at Pfizer … that you’re one of us,” Stallard says.

Beyond that, Stallard says, Pfizer looks to its managers to develop talent and push that talent outward. People who have not just autonomy but also real opportunity for personal growth are getting a leg up, in most cases, on the search for the other universal needs.

Fortunately, you needn’t be a huge corporation to create a great, connected culture. You needn’t even be at headquarters. Stallard has recounted the story of Bryan Crawford, who refused to lay off people at his New Zealand subsidiary in 2008. His alternative plan brought all employees together, with transparency about the problems and teamwide involvement in the solutions. It worked so well that his unit nearly quadrupled in size and their culture lessons are being adopted by the broader organization. It takes brave action, planning and followup, but it can be done even if you’re not the boss.

For even smaller companies, it can be more difficult, Stallard admits. One step is to offer new and different projects to help blocked employees grow. Another is the famous “20% time” or some variant. A third option that almost by definition requires a “connected” culture, Stallard shared, is active mentoring:

“[One CEO] said, ‘Everyone needs a mentor,’ so they identified what everyone wanted to grow in, and they would pair them with someone who was good at it. And it created these mentoring relationships where, if I wanted to be a better speaker … that person would share with me what they do, some things they’ve learned from their experience. And every year it would change: ‘What do you want to grow in this year?"

What can you do? Plenty.

All the above examples sound top-down, but HQ cannot enforce culture. “Recognize that the most important culture is the local subculture, the people you interact with day in and day out,” Stallard said. After all, Pfizer could issue a directive and create conditions to ease its implementation, but it was ultimately up to many people in many places. Stallard could be open to feedback and communicate with Morgan Stanley employees as group CMO, but the people at each location also had to buy in.

So, how can we begin?

Chapter 5 of “Connection Culture” offers more than a dozen steps to help people get started on making “a connection culture actionable and operational”. These steps require reflection, investigation and trial and error. They are not simple, but they are not unnecessarily complex or impossible missions.

This, of course, is easier when you’re in charge — either the CEO or a department head or some other kind of manager. But, as Stallard said in our conversation and in the book, each person can build connections without becoming distracted by what’s not in their control.

As he writes: “Be intentional about developing the habits of attitude, language, and behavior that connect, and work to develop a connection culture in your organization. Start local and see how it grows from there”.

Fuente: SmartBrief

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: medinacasabella@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: medinacasabella@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(medinacasabella@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
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Monday, May 16, 2016

Cultivating a Culture of Creativity
by Michael Lee Stallard


Today marks the anniversary of Thomas Edison’s birth in 1847. Modern society owes a debt of gratitude to this man who invented the incandescent light bulb, phonograph and early movie cameras, amassing 1,093 U.S. patents for these and other inventions.

What can we learn from innovators such as Edison, especially in how they cultivated cultures of creativity and innovation?

Edison famously said, “Genius is 1 percent inspiration and 99 percent perspiration.” Continuous experimentation, learning from one’s failures and persevering were obvious aspects of the culture Edison cultivated among the team supporting him.

A closer look at Edison and other successful inventors shows that creativity and innovation are social in nature, and frequently arise when a fragment of knowledge from one domain is combined with a fragment in another domain. For example, the shoe was combined with the wheel to create roller skates, and the shape of a waffle was adapted to hold a scoop of ice cream, giving us the waffle cone. This process of connecting fragments of knowledge from different domains has been referred to as “blending” or “integrative thinking.”

When it comes to creativity and innovation, imagine these fragments of knowledge as tiny ceramic tiles spread out among different people or even across departments in your organization. To create a mosaic, the artist’s task is to gather the tiles and lay them out in a way that creates a beautiful image that only makes sense and can be appreciated when seen as a whole work. Organizational cultures either facilitate or hamper the process of discovering different tiles.

The first culture to consider is the culture of control where managers rule over those with less power, control, status and influence. This is a culture of fear. Fear to speak up. Fear to take risks. It’s difficult to discover new tiles in this type of culture because people are less open and less courageous to experiment. The second type of culture is a culture of indifference where people are so busy with their own tasks that they fail to develop relationships. Both of these cultures are low on cooperation and collaboration so they impede the sharing of knowledge.

The optimal culture for creativity can be described as a culture of connection. In this culture, employees feel connected to their supervisor, co-workers, senior leaders and customers. These feelings of connection spur communication and cooperation, creating a marketplace of ideas and knowledge that helps everyone contribute to making the mosaic.

A culture of creativity is what so many organizations today are missing. One data point that supports this view is Gallup’s employee-engagement figures showing nearly 7 out of 10 American workers are not engaged at work. They show up for the paycheck but don’t contribute to the conversation on creativity and innovation. That’s like thinking a bodybuilder will win a competition by working out with one arm and neglecting the other three limbs. It’s irrational. Gallup’s findings on engagement have essentially been flat for the past decade. Clearly, leaders need to rethink what they are doing that is negatively affecting the attitudes and behaviors of the majority of employees.

I’m encouraged that culture is becoming a hot topic in the business world. It is only by intentionally cultivating cultures that connect people — rather than control or neglect them — that we will spark job growth, the economy and America’s innovative spirit.

Fuente: SmartBrief

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: medinacasabella@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: medinacasabella@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(medinacasabella@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
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Thursday, May 5, 2016

Will your Company Change or Die?
by Michael Lee Stallard


Consider this: few of the 500 largest corporations from 50 years ago exist today. They failed to change and became irrelevant, left behind by emerging competitors more in tune with the market.

How is it possible that so many top companies made this same fatal mistake? The answer may lie in a simple explanation. Humans run corporations, and humans have a biological aversion to change.

Change creates stress. It boosts stress neurotransmitters in our brains and stress hormones throughout our bodies. It shifts brain activity from the cortex where we make rational decisions to the mid-brain where we are more likely to make rash decisions.

We can handle short periods of stress. Ongoing stress, however, kills productivity, wellness and well being.

As humans, we naturally avoid change, and when we do encounter change, we tend to handle it poorly. The best organizations recognize this, and cope with change and the accompanying stress through carefully designed workplace cultures.

There are three types of workplace cultures common today: cultures of control, indifference and connection. These cultures significantly affect the long-term health of organizations.

In Cultures of Control, people with power, control, influence, and status rule over others. This culture creates an environment where people fear to make mistakes and take risks.

Cultures of Indifference are predominant today. In this type of culture, people are so busy chasing money, power, and status that they fail to invest the time necessary to develop healthy, supportive relationships. This is, in essence, the culture that evolves when no one cares to actively shape the culture.

Cultures of control and cultures of indifference don’t adapt well to change. In these cultures, people turn on each other rather than pulling together to adapt to change.

A Connection Culture on the other hand, provides the right environment to navigate change and diminish the corrosive effects of stress. Connection culture can be defined as an organizational culture marked by shared identity, empathy, and understanding — a definition that tells us the elements required to create a great workplace culture.

Breaking the definition down further, shared identity is how the members of a group think of themselves and is based on a mix of vision, mission, values and reputation. Shared empathy comes about when people care for others rather than treat them as means to an end. Shared understanding is enhanced when good, two-way communication gives people a voice, though not necessarily a vote, in decision-making. When these three factors are present, a bond is created that keeps people feeling safe so the brain and nervous system work in a state of balance that supports the rational decision-making and cooperation necessary to effectively deal with change.

Several years ago, one of my clients, FCB, a leading global advertising network, hired a leader to manage its New Zealand agency, which had approximately 60 employees and lagged in the marketplace. The new leader, Bryan Crawford, expanded the leadership team and asked them to work together to create the culture they always wanted to work in. He was approachable and got to know the people in the agency.

When the global financial crisis struck in 2008, FCB New Zealand saw its revenue growth potential evaporate as clients cut marketing budgets. Competitors with cultures of control or indifference made staff reductions. FCB New Zealand’s leadership team took a different approach. They made retaining staff their top priority. Instead of making staff cuts, executive team leaders agreed to take a voluntary 10% pay cut (without asking others to take pay cuts), created teams to identify revenue generating and cost saving ideas, and implemented an employee engagement survey to give staff a voice in evaluating leaders.

Detailed financials were shared with staff so they could see the impact of ideas as they were implemented. Staff responded with greater engagement and actions that improved FCB’s financial performance. They even recommended sacrificing the beer budget for the sake of saving jobs.

FCB New Zealand’s connection culture united them. As a result, they pulled together and successfully dealt with change. Since that time, FCB New Zealand has nearly quadrupled in size. It is consistently recognized as one of the best places to work and the best company in its marketplace. Acknowledged as one of the best leaders in the Asia-Pacific region, this leader of FCB New Zealand was appointed vice chairman of the overall global organization, in recognition of his quick turnaround of the business, remarkable results and superior leadership.

 Is your organization facing the need to change? Would you describe your organization as having a culture of control, indifference or connection? Having the right culture can make or break your organization’s future.

Fuente: SmartBrief

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: medinacasabella@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: medinacasabella@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(medinacasabella@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
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Wednesday, May 4, 2016

Why Culture and Leadership matter for 
Disruptive Innovation
by James daSilva


Allowing people room to conceive and try things. Bringing in “troublemakers and tinkerers”. Encouraging ideas from everyone, then allowing “people to collide and generate ideas”.

These traits are part of the process that allows companies to adapt to change, to disrupt themselves and fend off competitors, and improve without losing sight of what they are. But it wasn’t just speaker Dirk Beveridge of 4th Generation Systems saying this — it was a CEO of a $50 million company and a corporate sales manager of a $1.6 billion operation. They model these traits as part of their vision, instill them in the culture, and ultimately inspire companies that iterate, think and adapt with guidance, but not micromanagement, from their leaders.

All this matters because, as Scott McKain said at the NAW 2015 Executive Summit, “Great isn’t good enough to grow a business in today’s economy". If you are doing great work but can’t say what makes you different than your competitors, than your marketplace, then you aren’t differentiated or truly focused on customers. You lack “clarity”.

And 2015 is the time to innovate, to disrupt, to encourage the generation and trialing of ideas, Beveridge said. Times are good, and with a future promising more and new competition, rapid change, complexity, volatility and more difficult paths to growth, the “same old” won’t cut it.

That’s easier said than done. But only people will create change, disrupt industries or lead innovation, Beveridge said. People, not companies.

“The CEO is responsible for the vision and culture of the business”

When Paul Raiche, president of Ceratec, talks about listening to customers and employees, about giving people the freedom to think, devise and act, about stepping back from the day to day, he isn’t speaking from a position of weakness. In fact, the CEO retains a prominent role in this construction — without his or her taking the lead, there won’t be a coherent vision or culture.

Raiche had a serious accident in 2011 that put him out of work for more than two months. It was during his recovery, he said, that he began reading and thinking more about culture, about what would happen to his company if he weren’t there for the long term. He was shocked to realize that, though “the CEO holds the vision,” he didn’t have one.

His mantra is “Inspiring inspired people”. A great company must have the right people to develop the right culture to then fight for inspired, new, disruptive ideas. And a CEO must be learning and listening and thinking and inspiring that process without micromanaging it. And part of that, as Raiche emphasized repeatedly, is not simply keeping all that knowledge to himself. After all, if the CEO doesn’t share information, it doesn’t do any good.

How did Raiche apply this to his company? He visited similar distributors to see what they did, whether the business model made sense. He had his company spend time with suppliers on the plant floor, with truckers to see how they used their phone (i.e. technology) — all the while with the idea of taking the best of what’s out there and applying it internally as fit. And, as part of this, he backed off. With great employees, Raiche could “give them latitude to do what they want within the context of the business”.

Ideas deserve to have debate

Ideas rarely bubble up out of nowhere, and rarely are they accepted without hesitation. Rare, too, do they come from the usual suspects. To come up with disruptive, unusual, innovative and risky ideas requires an environment that also is different from the status quo.

What do Raiche and Keith Holland of Border States Electric Supply recommend? People who like to agitate and play with ideas. As Raiche said:

“You need to find your troublemakers, your tinkerers, those that are driven by curiosity,and [then] provide a platform — a culture to facilitate their experiments”.

In fact, Raiche went so far as to hire a consultant who is “only there to cause trouble”. Trouble doesn’t have to be big or destructive; it can mean small shifts to the status quo, such as this consultant video-conferencing into a meeting instead of coming to the office. Employees waited to see if Raiche would have a negative reaction; instead, Raiche often works from home and travels to the office mostly for meetings and other personal interactions.

Holland deals with idea generation in specific, concrete ways in his role as corporate sales manager for maintenance, repair and operations at Border States Electric Supply, an employee-owned distributor.

Ideas need time and space to be developed, he said. They are neither the province of just a few people nor those of a certain title or viewpoint:

“See ideas through a different lens and allow people to collide and generate ideas. Talented individuals, in the right environment for development, achieve goals and the benefits are incredible”.

Timing and accountability

Even experiments must come with some foundation, and must eventually pan out. McKain in his later presentation said how he was surprised to find that a customer-focused experience, even in creative fields, starts not with creativity but clarity.

For Holland, ideas don’t necessarily need to originate as fleshed-out concepts, but they eventually must scale up, or they’ll be “parked.” And ideas need to fit the idea of a “customer culture” — one that combines “teamwork, documented tangible results, trust and creativity”.

Not every idea is right, and not every idea is right at the time. However, just because an idea isn’t right for the moment doesn’t mean it isn’t ever going to be right. Holland related how he learned this the hard way with an idea that didn’t work in the 1990s. When it was raised again many years later, Holland was dismissive, but he did decide to allow for an experiment. This time, the idea worked. If Holland didn’t live up to the culture of idea generation and collision, this improvement may have never been realized.

And when an idea is right? Well, Holland says, companies have to be smart enough to realize that and act.

Fuente: SmartBrief

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: medinacasabella@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: medinacasabella@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(medinacasabella@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
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