corporate behaviour

A Shareholder Revolution? Pt. 2

by: Jonathan Salem Baskin

I wrote yesterday that the way holders of stock in companies are treated amounts to benign disregard, at best, and fascist manipulation, at worst. So we can complain that execs are either 1) getting to rich, and/or b) dumber than dumb, but we'll grow old and bitter (and poorer) if we wait for corporate boards and government regulators to step up and change things.

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A Shareholder Revolution? Pt. 1

by: Jonathan Salem Baskin

If many corporate leaders have run their companies as drunken sailors at the till (or, more aptly, like wolves with the key to the hen house), maybe it's time for true stockholder revolutions, and the initiation of real, voter-driven democracies?

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The Death of American Socialism

by: John Winsor

I was surprised the other day when a good friend said that America is the largest socialist country in the world. He qualified his comment by saying that instead of socialism residing in the government, socialism in America resides in big corporations.

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The Mistake Economy

by: Jonathan Salem Baskin

When a credit card company assesses a fee on late payments, and then raises four-fold or more the interest rates it charges, it's not just realizing one of the primary sources of income for the entire industry.

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Creation, Rome, Chrysler

by: Jonathan Salem Baskin

God created all of existence in seven days, Rome certainly wasn't built in a day, and Bob Nardelli plans to change Chrysler’s corporate culture somewhere between (in three days, to be exact).

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The Corporate Social Media Curve

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Corporate Change #5 - Role of Consultants in 'Bringing the Outside in'

by: John Caddell

In earlier segments of this thread, we discussed how "bringing the outside in" is imperative for companies to keep aware and humble enough to avoid complacency and drive their organizations forward successfully. By contrast, companies in which the context inside the company drowns out voices from the outside tend to attribute their successes to their internal competencies, blame their failures on outside entities, and stagnate their way to failure.

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Corporate Change #4 - Don't Leave Engaging with the Outside to Marketing/PR

by: John Caddell

In the prior post in this series, I talked about galvanizing the will to change through "bringing the outside in"--learning what customers, the press, influencers--really anyone--thinks about the company, its products, its marketplace, industry, etc.

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Corporate Change #3 - Bringing the Outside in, for Real

by: John Caddell

OK, so you've read my prior two posts on the subject of corporate change, and recognized your need to greatly enhance the information you get from the outside world. Now what?

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Corporate Change #2 - Why Are Companies So Inwardly Focused?

by: John Caddell

In part 1 of this series, we discussed one key reason companies fail to change even though it's vital: the inability to, using John Kotter's term, "bring the outside in." In other words, companies don't choose to look outside their walls to see what's happening around them, assess the implications, and absorb that into their strategies, products and operations.

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