[ ]they don’t do away with one fundamental need of business executives: to obtain sufficiently reliable estimates of the likely revenues and profits from making a strategic move, such as, the response to an unexpected aggressive new entrant into the company’s core market (agility), the creation of a totally new value proposition and profit formula (business model), or coping with an escalating price war (execution) Bring together a number of business managers and build on their collective knowledge, experience, ambition and judgment to establish a revenue target that is stretched yet realistic enough to convince or even excite the company’s stakeholders [ ]a supplier of e-bikes may set an ambitious revenue target claiming booming demand and touting its advanced technology or innovative business model to capture an impressive share of an expected emerging market [ ]the provider of payroll outsourcing services found that no single potential customer in the sample was willing to consider the new entrant because it lacked experience in the neighboring country, as measured by the lack of local reference clients
{"title":"How to improve revenue forecasts from strategic investments","authors":"D. Deneffe, H. Vantrappen","doi":"10.1108/sl-09-2020-0119","DOIUrl":"https://doi.org/10.1108/sl-09-2020-0119","url":null,"abstract":"[ ]they don’t do away with one fundamental need of business executives: to obtain sufficiently reliable estimates of the likely revenues and profits from making a strategic move, such as, the response to an unexpected aggressive new entrant into the company’s core market (agility), the creation of a totally new value proposition and profit formula (business model), or coping with an escalating price war (execution) Bring together a number of business managers and build on their collective knowledge, experience, ambition and judgment to establish a revenue target that is stretched yet realistic enough to convince or even excite the company’s stakeholders [ ]a supplier of e-bikes may set an ambitious revenue target claiming booming demand and touting its advanced technology or innovative business model to capture an impressive share of an expected emerging market [ ]the provider of payroll outsourcing services found that no single potential customer in the sample was willing to consider the new entrant because it lacked experience in the neighboring country, as measured by the lack of local reference clients","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"51-58"},"PeriodicalIF":0.0,"publicationDate":"2020-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-09-2020-0119","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46661354","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Even if they can affirm their genuine absence of bigotry and heartfelt embrace of the proposition that all people are created equal, too many organizational leaders, swayed by unconscious biases, undermine the work lives of minority group members who are their subordinates. One remedy, offered by Stephanie K. Johnson, an Associate Professor of Management at the University of Colorado Boulder’s Leeds School of Business, is to “inclusify,” a word that she has coined and used as the title of her new book, INCLUSIFY: The Power of Uniqueness and Belonging to Build Innovative Teams.
即使他们可以肯定自己确实没有偏见，衷心地接受人人生而平等的主张，但太多的组织领导者受到无意识偏见的影响，破坏了作为下属的少数群体成员的工作生活。科罗拉多大学博尔德分校利兹商学院管理学副教授斯蒂芬妮·k·约翰逊(Stephanie K. Johnson)提出的一种补救办法是“包容”，这是她创造的一个词，并作为她的新书《包容:独特性的力量和归属感建立创新团队》的书名。
{"title":"Repaving the road of good intentions","authors":"H. Hornstein","doi":"10.1108/sl-08-2020-203","DOIUrl":"https://doi.org/10.1108/sl-08-2020-203","url":null,"abstract":"Even if they can affirm their genuine absence of bigotry and heartfelt embrace of the proposition that all people are created equal, too many organizational leaders, swayed by unconscious biases, undermine the work lives of minority group members who are their subordinates. One remedy, offered by Stephanie K. Johnson, an Associate Professor of Management at the University of Colorado Boulder’s Leeds School of Business, is to “inclusify,” a word that she has coined and used as the title of her new book, INCLUSIFY: The Power of Uniqueness and Belonging to Build Innovative Teams.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45944613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Identify risks and score them Managers use a variety of techniques to identify risk events that may prevent their organizations from reaching its strategic objectives, including historical data, experts, simulations and brainstorming [ ]given that the last global pandemic, the Spanish Flu, occurred over 100 years ago, the risk of a global pandemic was most likely ranked by many as having a low probability (1) and a high impact (5), resulting in a raw risk score of 5 (see Exhibit 2) Positioned in the outermost concentric circle, the forecast is that a global pandemic may happen in the next five to ten years, an extreme risk requiring management attention and resources in the short term Once the risk of employee contagion was reduced, most organizations then worked to offset the impact of lower revenues caused by lockdowns and higher operating costs relating to hazard pay, safety equipment and lower productivity due to physical distancing
{"title":"Revisiting risk management in a time of crisis","authors":"N. Sheehan","doi":"10.1108/sl-09-2020-0115","DOIUrl":"https://doi.org/10.1108/sl-09-2020-0115","url":null,"abstract":"Identify risks and score them Managers use a variety of techniques to identify risk events that may prevent their organizations from reaching its strategic objectives, including historical data, experts, simulations and brainstorming [ ]given that the last global pandemic, the Spanish Flu, occurred over 100 years ago, the risk of a global pandemic was most likely ranked by many as having a low probability (1) and a high impact (5), resulting in a raw risk score of 5 (see Exhibit 2) Positioned in the outermost concentric circle, the forecast is that a global pandemic may happen in the next five to ten years, an extreme risk requiring management attention and resources in the short term Once the risk of employee contagion was reduced, most organizations then worked to offset the impact of lower revenues caused by lockdowns and higher operating costs relating to hazard pay, safety equipment and lower productivity due to physical distancing","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"35-43"},"PeriodicalIF":0.0,"publicationDate":"2020-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-09-2020-0115","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45376831","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The author argues that the model for the management of the U.S. economy and businesses – one that assumes that they can be run like machines –is producing outcomes that neither were anticipated nor are desired. Design/methodology/approach The model of a perfectible machine needs to be supplanted by a model of a complex adaptive system in order to turnaround the performance of the economy and its companies. Findings In businesses, unrestrained pursuit of efficiency has had an unexpected and unintended effect. Practical implications One important way to design for complexity is to adopt multiple internally contradictory proxies for success. Originality/value Offers a critical insight for corporate leaders: The U.S. economy is not a perfectible machine: it is a complex adaptive system. Companies are not perfectible machines: they are complex adaptive systems. To produce better outcomes, leaders need to design for each element – complexity, adaptability and systemic nature.
{"title":"Models & misadventures: the perfectible machine fallacy","authors":"Roger Martin","doi":"10.1108/sl-07-2020-0093","DOIUrl":"https://doi.org/10.1108/sl-07-2020-0093","url":null,"abstract":"\u0000Purpose\u0000The author argues that the model for the management of the U.S. economy and businesses – one that assumes that they can be run like machines –is producing outcomes that neither were anticipated nor are desired.\u0000\u0000\u0000Design/methodology/approach\u0000The model of a perfectible machine needs to be supplanted by a model of a complex adaptive system in order to turnaround the performance of the economy and its companies.\u0000\u0000\u0000Findings\u0000In businesses, unrestrained pursuit of efficiency has had an unexpected and unintended effect.\u0000\u0000\u0000Practical implications\u0000One important way to design for complexity is to adopt multiple internally contradictory proxies for success.\u0000\u0000\u0000Originality/value\u0000Offers a critical insight for corporate leaders: The U.S. economy is not a perfectible machine: it is a complex adaptive system. Companies are not perfectible machines: they are complex adaptive systems. To produce better outcomes, leaders need to design for each element – complexity, adaptability and systemic nature.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"3-8"},"PeriodicalIF":0.0,"publicationDate":"2020-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-07-2020-0093","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49509501","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The author’s thesis is that today we have transitioned from a Service Economy to an Experience Economy, . What customers increasingly want are experiences – memorable events that engage each individual in an inherently personal way. And if companies want to create and consistently offer engagement experience value, then they need to give their employees the wherewithal to design, create and stage such offerings through an employee experience that is equally personal, memorable and of course engaging. 10; Design/methodology/approach The author suggests that we think of the customer/employee relationship as the experience profit chain, one that interacts in multiple and complex ways to yield a connected human experience. Findings Better employee experience leads to the creation of a better experience for customers, which feeds back to enabling a more engaging employee experience. Separate employee experiences from customer experiences and it will become increasingly hard to create the economic value desired by customers today. Practical implications The employee experience depends on how well companies design the time employees spend that creates value for customers. Originality/value Seminal article that analyzes and offers guidance on how to formulate the relationship between customer experience and employee experience.
{"title":"Designing employee experiences to create customer experience value","authors":"B. J. Pine","doi":"10.1108/sl-08-2020-0114","DOIUrl":"https://doi.org/10.1108/sl-08-2020-0114","url":null,"abstract":"\u0000Purpose\u0000The author’s thesis is that today we have transitioned from a Service Economy to an Experience Economy, . What customers increasingly want are experiences – memorable events that engage each individual in an inherently personal way. And if companies want to create and consistently offer engagement experience value, then they need to give their employees the wherewithal to design, create and stage such offerings through an employee experience that is equally personal, memorable and of course engaging. 10;\u0000\u0000\u0000Design/methodology/approach\u0000The author suggests that we think of the customer/employee relationship as the experience profit chain, one that interacts in multiple and complex ways to yield a connected human experience.\u0000\u0000\u0000Findings\u0000Better employee experience leads to the creation of a better experience for customers, which feeds back to enabling a more engaging employee experience. Separate employee experiences from customer experiences and it will become increasingly hard to create the economic value desired by customers today.\u0000\u0000\u0000Practical implications\u0000The employee experience depends on how well companies design the time employees spend that creates value for customers.\u0000\u0000\u0000Originality/value\u0000Seminal article that analyzes and offers guidance on how to formulate the relationship between customer experience and employee experience.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"21-26"},"PeriodicalIF":0.0,"publicationDate":"2020-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-08-2020-0114","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45945509","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose “On its current path, American democratic capitalism is, I believe, heading for an ugly fall.” So warns Roger L. Martin in his new book, When More is Not Better: Overcoming America’s Obsession with Economic Efficiency. Professor Martin has been concerned for some time now about the capability of the American capitalistic model in its current guise to deliver continued prosperity for the many and keep the American democratic dream alive. Design/methodology/approach Martin sees a serious problem in how the benefits of the American economy and its corporations are distributed; this has been shifting for some time now from a largely Gaussian (widely spread) to an increasingly Pareto (narrowly spread) pattern. Findings The shape of this distribution is getting ever more extreme, leading to a situation in which the richest families in the country are reaping a wildly disproportionate share of the benefits of economic growth. This kind of distribution tends to be self-reinforcing and that is not consistent with a well-functioning democratic capitalist system. Practical implications The actors within the system will keep adjusting to any change in the rules of engagement, and the tendency for them to keep “gaming” the system should be anticipated as both natural and inevitable and provided for accordingly. Breaking the company into subject-matter siloes has little chance of helping the company prosper. It tends to cause independent pursuits of efficiency that don’t add up to effectiveness. Originality/value The author of 11 books, Professor Martin has been ranked at the top of numerous lists of the world’s best strategic thinkers, and is a seminal contributor to the design thinking and integrative thinking movements. In his writings he seeks “to develop a new understanding of the broader public conversation around shared and sustainable prosperity, an essential piece of democratic capitalism.” A long-time consultant to major global firms, he offers insights for corporate executives.
{"title":"Roger Martin: The problematic economic efficiency mindset that threatens corporations and democratic society","authors":"B. Leavy","doi":"10.1108/sl-07-2020-0107","DOIUrl":"https://doi.org/10.1108/sl-07-2020-0107","url":null,"abstract":"\u0000Purpose\u0000“On its current path, American democratic capitalism is, I believe, heading for an ugly fall.” So warns Roger L. Martin in his new book, When More is Not Better: Overcoming America’s Obsession with Economic Efficiency. Professor Martin has been concerned for some time now about the capability of the American capitalistic model in its current guise to deliver continued prosperity for the many and keep the American democratic dream alive.\u0000\u0000\u0000Design/methodology/approach\u0000Martin sees a serious problem in how the benefits of the American economy and its corporations are distributed; this has been shifting for some time now from a largely Gaussian (widely spread) to an increasingly Pareto (narrowly spread) pattern.\u0000\u0000\u0000Findings\u0000The shape of this distribution is getting ever more extreme, leading to a situation in which the richest families in the country are reaping a wildly disproportionate share of the benefits of economic growth. This kind of distribution tends to be self-reinforcing and that is not consistent with a well-functioning democratic capitalist system.\u0000\u0000\u0000Practical implications\u0000The actors within the system will keep adjusting to any change in the rules of engagement, and the tendency for them to keep “gaming” the system should be anticipated as both natural and inevitable and provided for accordingly. Breaking the company into subject-matter siloes has little chance of helping the company prosper. It tends to cause independent pursuits of efficiency that don’t add up to effectiveness.\u0000\u0000\u0000Originality/value\u0000The author of 11 books, Professor Martin has been ranked at the top of numerous lists of the world’s best strategic thinkers, and is a seminal contributor to the design thinking and integrative thinking movements. In his writings he seeks “to develop a new understanding of the broader public conversation around shared and sustainable prosperity, an essential piece of democratic capitalism.” A long-time consultant to major global firms, he offers insights for corporate executives.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":"3-9"},"PeriodicalIF":0.0,"publicationDate":"2020-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-07-2020-0107","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43671100","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
PurposeThe article offers an answer to the question, “When companies are caught between recessionary financial constraints and epic market discontinuity, what approaches actually deliver innovation efficiently and effectively?”Design/methodology/approachThe article offers guidelines for enterprises seeking to implement a form of open innovation with external product development firms that offers the prospect of being more nimble than internally-managed R&D and less expensive, risky and complex than outright merger and acquisition activity.FindingsPick the right challenges to “outsource collaboratively” to external innovation partners. One rule of thumb: partner externally when the defined challenge is something your team cannot effectively tackle–for example, new spaces, channels, materials, processes or supply chain. Outsourcing to experienced innovators can reduce internal competition, accelerate organizational learning and counteract internal turf battles. 10;Practical implicationsExperienced innovators seek authorization to manage their initiative as a portfolio of projects: instead of isolated stabs at innovation, they create a diversified array of programs, with different risk/reward ratios and different foci.Originality/valueThe author has extensive experience working as a a corporate sponsor of open innovation projects and as a contract R&D innovation manager and his teams have had to deal with programs that meander and drift because corporate politics shift, decisions are opaque and strategic communication breaks down. The guidelines offered are designed to prevent such breakdowns.
{"title":"Guidelines for open innovation success with external product development firms","authors":"Michael K. Allio","doi":"10.1108/sl-07-2020-0092","DOIUrl":"https://doi.org/10.1108/sl-07-2020-0092","url":null,"abstract":"PurposeThe article offers an answer to the question, “When companies are caught between recessionary financial constraints and epic market discontinuity, what approaches actually deliver innovation efficiently and effectively?”Design/methodology/approachThe article offers guidelines for enterprises seeking to implement a form of open innovation with external product development firms that offers the prospect of being more nimble than internally-managed R&D and less expensive, risky and complex than outright merger and acquisition activity.FindingsPick the right challenges to “outsource collaboratively” to external innovation partners. One rule of thumb: partner externally when the defined challenge is something your team cannot effectively tackle–for example, new spaces, channels, materials, processes or supply chain. Outsourcing to experienced innovators can reduce internal competition, accelerate organizational learning and counteract internal turf battles. 10;Practical implicationsExperienced innovators seek authorization to manage their initiative as a portfolio of projects: instead of isolated stabs at innovation, they create a diversified array of programs, with different risk/reward ratios and different foci.Originality/valueThe author has extensive experience working as a a corporate sponsor of open innovation projects and as a contract R&D innovation manager and his teams have had to deal with programs that meander and drift because corporate politics shift, decisions are opaque and strategic communication breaks down. The guidelines offered are designed to prevent such breakdowns.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"25-32"},"PeriodicalIF":0.0,"publicationDate":"2020-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-07-2020-0092","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45837598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The authors reviews the leadership responsibilities involved in managing an organization that practices Agile management. Design/methodology/approach Outlines the best practices of major corporations that have adopted Agile processes both for teams and C-suite leadership. Findings Agile leaders spend less time reviewing the work of subordinates. They add value by adapting corporate strategies, leading critical agile teams, spending time with customers, mentoring individuals and coaching teams. Practical implications It is the C-suite leadership’s responsibility to establish and maintain a hierarchy of competence rather than a bureaucratic hierarchy of authority. Originality/value Describes how top management at some of the world’s largest and most successful corporations are adopting Agile practices to spur innovation and promote continuously adding customer vale.
{"title":"How the C-suite is embracing Agile","authors":"S. Denning","doi":"10.1108/sl-06-2020-0084","DOIUrl":"https://doi.org/10.1108/sl-06-2020-0084","url":null,"abstract":"Purpose The authors reviews the leadership responsibilities involved in managing an organization that practices Agile management. Design/methodology/approach Outlines the best practices of major corporations that have adopted Agile processes both for teams and C-suite leadership. Findings Agile leaders spend less time reviewing the work of subordinates. They add value by adapting corporate strategies, leading critical agile teams, spending time with customers, mentoring individuals and coaching teams. Practical implications It is the C-suite leadership’s responsibility to establish and maintain a hierarchy of competence rather than a bureaucratic hierarchy of authority. Originality/value Describes how top management at some of the world’s largest and most successful corporations are adopting Agile practices to spur innovation and promote continuously adding customer vale.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"19-24"},"PeriodicalIF":0.0,"publicationDate":"2020-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-06-2020-0084","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47985981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
1 The pandemic’s impact has been profound and has extended beyond its economic consequences for individual businesses and industries, posing a calamitous threat to those infected and to the global supply chain and social stability worldwide The politics of pandemic speech Before the actual dangers of the virus were fully apparent, U S President Donald Trump used daily press briefings to make unremittingly positive claims downplaying the risk of an epidemic and asserting the virus did not pose a significant risk to the nation Critics have suggested his “happy talk” was actually intended to reassure the stock market, maintaining its earlier gains being a critical element of his re-election strategy On March 3, 2020 – three weeks before his COVID-19 diagnosis and hospitalization– UK Prime Minister Boris Johnson said: “I was at a hospital the other night where I think there were actually a few coronavirus patients and I shook hands with everybody, you’ll be pleased to know, and I continue to shake hands ”
{"title":"The language of leadership in a deadly pandemic","authors":"R. Craig, J. Amernic","doi":"10.1108/sl-05-2020-0068","DOIUrl":"https://doi.org/10.1108/sl-05-2020-0068","url":null,"abstract":"1 The pandemic’s impact has been profound and has extended beyond its economic consequences for individual businesses and industries, posing a calamitous threat to those infected and to the global supply chain and social stability worldwide The politics of pandemic speech Before the actual dangers of the virus were fully apparent, U S President Donald Trump used daily press briefings to make unremittingly positive claims downplaying the risk of an epidemic and asserting the virus did not pose a significant risk to the nation Critics have suggested his “happy talk” was actually intended to reassure the stock market, maintaining its earlier gains being a critical element of his re-election strategy On March 3, 2020 – three weeks before his COVID-19 diagnosis and hospitalization– UK Prime Minister Boris Johnson said: “I was at a hospital the other night where I think there were actually a few coronavirus patients and I shook hands with everybody, you’ll be pleased to know, and I continue to shake hands ”","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"41-47"},"PeriodicalIF":0.0,"publicationDate":"2020-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-05-2020-0068","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44494406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
[2] Dr Praeger’s Purely Sensible Foods, a privately held maker of veggie burgers and meat alternatives, closed its factory for sanitization and instituted employee safety procedures earlier than most other food producers, [3] and then paid grocery bills for grocery store workers to thank them for keeping their communities fed [ ]as increasing number of decision-makers choose to do business only with companies that can certify their compliance with legal requirements and avoid negative publicity in social media, corporate citizenship can no longer be considered a nice-to-have asset [ ]as Zappos CEO Tony Hsieh has said, “A company’s core values ultimately define the company’s character and brand ” Above all, the chief executive and the company’s top leadership team must accept responsibility for fusing brand and culture
{"title":"Brand authenticity, employee experience and corporate citizenship priorities in the COVID-19 era and beyond","authors":"Denise Lee Yohn","doi":"10.1108/sl-06-2020-0077","DOIUrl":"https://doi.org/10.1108/sl-06-2020-0077","url":null,"abstract":"[2] Dr Praeger’s Purely Sensible Foods, a privately held maker of veggie burgers and meat alternatives, closed its factory for sanitization and instituted employee safety procedures earlier than most other food producers, [3] and then paid grocery bills for grocery store workers to thank them for keeping their communities fed [ ]as increasing number of decision-makers choose to do business only with companies that can certify their compliance with legal requirements and avoid negative publicity in social media, corporate citizenship can no longer be considered a nice-to-have asset [ ]as Zappos CEO Tony Hsieh has said, “A company’s core values ultimately define the company’s character and brand ” Above all, the chief executive and the company’s top leadership team must accept responsibility for fusing brand and culture","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"33-39"},"PeriodicalIF":0.0,"publicationDate":"2020-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-06-2020-0077","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44994055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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