Tap into the power of peer pressure by giving manageably sized groups more autonomy.
One radical example is Semco, a conglomerate that does everything from industrial engineering to environmental consulting. Staffers work in small, autonomous units of about a dozen (the size, says CEO Ricardo Semler, of a close family group). They make the decisions, choose their leaders, set objectives and decide whom they need and what they should be paid.
Prepare for dwindling travel budgets and rising travel costs by replacing some in-person meetings with videoconference technologies—or even its highest-end niche, telepresence technology.
Business travel no longer is even enjoyable. “I used to enjoy both being there and getting there,” Peter Handal, CEO of Dale Carnegie Training, tells Portfolio. “Now I enjoy only being there.” Companies such as Polycom, Hewlett-Packard, Teliris and Cisco offer the cinematic-quality, sophisticated telepresence systems.
Drive higher corporate earnings for your company by realizing that the key to productivity is not maximizing it at all costs, but maintaining a level of consistency.
“What we found was surprising,” says Haig Nalbantian, a labor economist at Mercer who conducted the study. “It wasn’t the companies with the highest productivity that were most profitable. It was those companies that consistently maintained their productivity that built the most value.”
Don’t assume that corporate blogging is dead, says Debbie Weil, author of The Corporate Blogging Book. It could still be part of your , especially in a crisis.
For example, when Dell had trouble with its faulty batteries and exploding laptops, it responded on its blog, providing information for consumers. Dell did the right thing: offer real-time information in a way that revealed the caring, human side of the company.
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