Blending a fresh perspective, 25+ years of experience working with world-class brands & a talent for inspiring readers, Denise Lee Yohn is the author of What Great Brands Do and the new book FUSION.
Most of the existing rhetoric on culture says that managers must be warm and nurturing and they must treat their employees like family, being encouraging and inclusive. That’s just wrong. You don’t need to offer a supportive, benevolent culture to be a great manager, organization, or business. And anyone who insists that you must have a certain type of culture gravely misunderstands the role culture plays in an organization.
Many startups get derailed because they don’t get their brand right. To avoid this fate, you need to develop a Minimum Viable Brand (MVB).
Most core values statements don’t get at what’s unique about the firm.
Every manager at every level is a link in the leadership chain that connects culture to results.
Organizations spend over $100 billion annually to improve employee engagement. Yet according to Gallup, only 13% of employees are engaged — and disengaged employees cost U.S. companies $450 billion to $550 billion per year in lost productivity.
The reason why most engagement efforts fall short is that they’re designed to cultivate employees’ commitment in generic, general ways.
The Beryl Institute report, Consumer Perspectives on Patient Experience 2018, reveals what patients really want and why healthcare companies need to pay attention.
Improving customer experience is often a top business priority, but what about employee experience?
Companies' talent practices aren’t just shaping the composition of their workforces — they’re also shaping their reputation, performance, and culture.
Recent developments in Apple’s retail strategy now take its customer experience — and its identity — to an entirely different level.