Successful Brand U organizations develop a shared vision that reflects stakeholder values. Every Brand U organization has a vision that’s distilled into a statement of where the organization, business unit, plant, department, team or even individual Brand U’s want to go. The vision statement presents a clear future with doable and probable outcomes. The vision …
Keeping promises Emotional appeal Corporate social responsibly Sustainability Products & services Workplace environment Vision & leadership Risk management Governance Financial performance
Do you work for a great Brand U organization? What makes it a great organization? If not, what do you want changed in your organization to make it great? Does management in your organization believe that people are its most important asset? Do you believe that people in your organization are its most important asset? …
Virtual Brand U teams sidestep matrix and hierarchal organizations. They’re confusing because of unknown relationships and new expectations. Virtual teaming is still new with many questions, such as the following: What are behavioral protocols or rules among virtual teams? Who does what, where, and when? Who conducts the work? Who authorizes resources and how is …
“Why am I doing this?” “Too many meetings.” “We don’t have time for this stuff.” “We have no help.” “This stuff isn’t relevant.” “They’re not walking the talk!” “This stuff is …” “This sucks.” “Why am I doing this again?” “This stuff isn’t working.” “They’re acting like a cult.” “My boss is a moron.” …
The virtual team is a project team of Brand U’s that delivers products or services to customers with the external appearance of a single company. A core group usually originates the idea and pulls resources together to actualize the idea. Examples of virtual organizations include special project teams, telecommuting teams, supplier partnerships, global consulting organizations, …
The traditional work ethic implied work was static. A person went to the same place to work each day, had the same duties, had the same boss, and had the same customers. The Brand U workplace can be at home or in an automobile. Duties change depending on customer requirements of the moment. Brand U …
Brand U teaming is taking over business. In more organizations, empowerment and teaming are evolving into workplace religions. You can’t escape empowerment, which may involve self-managed teams, work accountability, or group problem solving. Often, your ability to work as part of a group is a condition of employment. But, teaming can have a dark side. …
Think about the groups or teams you belong to, church groups, work teams, e-mail discussion groups, partnerships, and even baseball teams. Some even set up their families as teams. Brand U teams come in many forms. Team members in one company are called ‘associates’ and are real process stakeholders. They participate in decisions that traditionally …
What are the protocols and rules of the Brand U organization that values marketable and value adding knowledge as much as loyalty? Traditionally, the twenty-year manager had power, prestige, and knowledge, and was accorded loyalty and respect due to these factors. Now, value adding knowledge and abilities are increasingly important.