Everyone who has worked in corporate America has seen or used it. The traffic light metaphor for status. Red, there’s significant problems with a project. Yellow, there are some issues, but we’re going to make it. Green, all is good. Unfortunately, this system is a disaster for decision making.
The relationship between employers and employees is changing as the drivers of employee satisfaction are changing. Employees are no longer driven solely by a paycheck - they want their work to have a purpose and to believe in what their organization offers to the world. Organizations must shift their focus from paychecks and soft benefits like casual dress codes and office ping pong tables to better engage employees by ensuring opportunities for purpose, learning, and flexibility in their jobs.
The transition to flexible work styles has slowly been creeping into organizations for a long time, but acceptance and adoption of such practices has rapidly increased in past years due to rapid advancements in technology and a new generation flooding into the workforce. Flexible work styles will be far more common and accepted in the future. Is your organization prepared?
In more than 10 years of working with large companies on building prediction markets and other crowdsourced forecasting mechanisms, we’ve seen one common thread with the projects that are unsuccessful. Project owners overestimate the technology, and underestimate what it takes to engage people to make the technology successful. Avoid these 5 pitfalls to improve the success of your Cultivate Forecasts prediction market.
An open door policy isn't an effective feedback tool for leadership if you haven't created an organizational culture that's open to feedback. Your team can provide valuable insight and feedback about decisions, so actively work to create an environment in which employees are comfortable speaking up to leadership.
The future of work is changing, and your car's gas gauge is an indicator of how. In a future that will be increasingly measured, acquiring, understanding, and leveraging data in a timely fashion will determine who sinks and who swims.
The ousting of Uber CEO Travis Kalanick on Tuesday is hardly surprising, though perhaps a bit out of step for both the revered ‘boys club’ who traditionally protect their own and the Silicon Valley culture that worships individuals who can, at all costs, create 10x returns on investment. But he should’ve seen it coming a long time ago, he brought it on himself after all...
Recently on a Sunday during my weekly 2 hour break from all things family related, I sat at one of my favorite coffee houses and read the Sunday New York Times. An article in the Business section particularly caught my attention: The Trump Effect on CEO Pay, and it got me thinking: should a Board of Directors have a better check on their CEO than either termination or bonuses tied to stock price? Could there be something put in place better for the company's long-term prospects?
The stats on innovation leadership within corporations show there's a big discrepancy between leaders' appetite for innovation and their ability to execute. Corporate innovation won't succeed when it's solely driven from the top. It has to be fostered as an organizational capability. Here's a starting point.
A multinational energy company uses Cultivate Forecasts predict economic and geopolitical events that impact oil and gas prices. We find out why they decided to incorporate internal crowdsourcing within their business and how they have been so successful at engaging employee participation.
As a small bootstrapped company, we're constantly worrying about our next stage of growth. And of course start up orthodoxy says any size business should have a few key performance metrics they track to be aware of how you're doing in the things that influence revenue, profit, and the culture you want to cultivate. But as we've learned, it's not enough to just track your KPI's, you need to forecast how you're going to do on them weeks and months ahead of time.
It is incredible that a company of Uber's size, with the experience they have entering new markets is still having the kinds of colossal failures they are having in Germany. But Uber is certainly not alone in costly missteps like this and billions are being lost every year. Yet a solution already exists: your employees.
While I’ll grant the naysayers that some networking events end up being a waste of time, I’ve been pleasantly surprised to find one aspect universally helpful: the ability to have short, 5 minute conversations with everyone I meet about our business.
Have you ever been tasked with driving a project you’ve felt was going nowhere? Maybe you were a project manager or project owner, coordinating a team that was working on something you felt wasn’t gaining traction within the organization.