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The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
The key is creating a culture where people are optimistic in the face of challenge, regularly seek to improve, and embrace the opportunities for reinvention that digital brings.
When companies make a strategic shift, the chairman and board of directors must ensure the culture also pivots — starting with the top team — to make the strategy work.
High-achieving teams enjoy a significant boost in performance over under-achieving teams. Here’s how they do it.
Companies that chase digital opportunities without first understanding whether their people have the requisite mind-sets to seize them will likely fail.
Smart leaders help shape their company’s culture — instead of allowing the culture to shape the company.
To create true innovation and unleash productivity, manufacturing company leaders should consider a strategy beyond a focus on process improvement, cost, quality, and delivery that includes a culture change to enhance spirit, performance, and competitiveness.
Few issues of organizational effectiveness and performance have moved so decisively to the front burner in recent years as culture.
In an industry that historically has changed at a sedate pace, big banks have been altering the way they do things at dizzying speed. Facing narrow margins, tighter regulation and wary customers, they are forging new business models, transforming operational processes and re-orienting around service.
For boards today, the past is prologue. The revolution in expectations for better corporate governance, director accountability, and board composition began some 20 years ago with the initial activism of large institutional investors.