Tagged 'culture'

Why NOT To Hire Your Most Qualified Candidates

Posted by Jeannie Walters on March 11th, 2014 at 10:10 am

The work-from-home culture
If culture is king for a superior customer experience, as we say here at 360Connext, it seems working from home is a prime example. It's argued over and debated, given and taken away, loved by some and hated by others.

We run a virtual company. That means the entire team – CEO included – works from wherever we wish using the amazing tools available to us – GoToMeeting, Office 365, Evernote, Box, and even Google Hangouts – to attend meetings, collaborate, and deliver to our clients.
BUT the virtual culture is a critical part of how we hire. Some people just can't be comfortable without the structure and security that come with a brick-and-mortar office. I know many people who simply need a place to report to in the morning. There's certainly nothing wrong with that. But qualifications aside, these people simply can't fit into this culture.
Your own culture is sacred.
This raises questions about a bigger issue. If you're not hiring for your culture, you are inviting issues that create problems for your best employees. While working with corporate clients, I’ve been exposed to the training programs that include titles like “How To Work with Difficult People.” Unfortunately, this means there are... Read more

Disrupting an Industry One Customer at a Time: Umpqua Bank at #SmallAgency Conference

Posted by Kent Lewis on July 25th, 2013 at 12:37 pm

Learn how Umpqua Bank grew from 6 Southern Oregon locations to market leader with 200 stores.

Organizational Readiness for Analytics Practitioners (Part 5 of 5): Understanding Process and the Meaning of Value

Posted by Greg Silverman on May 28th, 2013 at 7:00 am

In the last post in my series on organizational readiness, I touched on the role of expertise and its broader significance in the business world, such as its high value when it is rooted in diversity. Now I would like to focus on process.
In the article “Designed for Learning: A Tale of Two Auto Plants,” authors Paul S. Adler and Robert E. Cole write, “A consensus is emerging that the hallmark of tomorrow’s most effective organizations will be their capacities to learn,” and to survive they will need to execute new processes swiftly and effectively, communicate them to the right people, and inspire further innovation. Adler and Cole go on to explain two different “organizational designs” that people believe support this kind of learning: the lean production model and the human-centered model.
Now, if any of you love cars, you may know where I am going with this. Toyota and General Motors utilized the lean production model in their joint venture at the NUMMI plant, and Volvo used the human-centered model at its Uddevalla facility. The lean production model features small, specific tasks for each worker and a team whose members are interdependent and work in a way similar to the Ford assembly... Read more

Organizational Readiness for Analytics Practitioners (Part 4 of 5): Expertise

Posted by Greg Silverman on May 21st, 2013 at 5:00 am

In my previous posts, I discussed the roles of culture, process, and structure in an organization. My philosophy is that culture drives the success of a team, followed by processes that ease the workflow and structure that defines and clarifies roles.
So, what about expertise? There is no doubt that it can be important. Most often, expertise can provide a degree of perspective to a discussion, but again, we are looking at businesses in a fast-paced world. What worked in 1997 is not a guarantee – or often even a good indicator – of what will work in 2014. What benefit strategy testing and decision-making are fresh ideas. How are you going to achieve true innovation and breakthroughs by bringing up past ideas and processes? The answer is, most likely, you will not. Breakthroughs often come not just through an examination of new ideas but through new ways of thinking about those ideas. Think of it this way: If you have a new product idea that follows the same model your company has been following for many years, how new is that product really going to be? Not very.
Recently, I came across an article by a schoolteacher that I thought started a... Read more

Organizational Readiness for Analytics Practitioners (Part 2 of 5): The Importance of the Organizational Quadrants

Posted by Greg Silverman on May 7th, 2013 at 9:00 am

In my first post in this series, I discussed traditional and next generation views of organizational capabilities as they relate to analytics practitioners. In this post, I would like to take a step back and think about the implications of these characteristics’ values. But first, I will take you on a little detour….
Ever heard of the Motivation / Hygiene Theory, otherwise known as the Two-Factor Theory? You might think that the opposite of job dissatisfaction is job satisfaction, but American psychologist Frederick Herzberg would disagree. In the 1950s and 1960s, he put forth the idea – which he dubbed the Two-Factor Theory – that the things that make people dissatisfied with their job are entirely different than those that make them satisfied. How is that possible?  Aren’t dissatisfaction and satisfaction measures on the same continuum? Well, therein lies the problem – they actually aren’t. At least Herzberg didn’t think so.
As the preface to a Herzberg article in the Harvard Business Review explains, “Ask workers what makes them unhappy at work, and you’ll hear about an annoying boss, a low salary, an uncomfortable workspace, or stupid rules.” What makes people happy and motivated then? According to the same piece, “interesting work, challenge, and increasing... Read more