CorporateCulture   611

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How I got here: Pentagram partner Marina Willer - Creative Review
When I was leading the creative at WO London, I used to say my team was a fruit salad, with as much diversity of cultures and ideas as possible. I now carry on the same mission at Pentagram.

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When I was starting, all we wanted was to change the world. That mission stays with you for the rest of the journey. And to make real change, you need to be part of a team.
agencybusiness  teamwork  corporateculture  culture  creativity 
2 days ago by JohnDrake
Remove the legend to become one — Remains of the Day
Nowadays, companies hang flat screen TVs hanging on the walls, all them running 24/7 to display a variety of charts. Most everyone ignores them. The spirit is right, to be transparent all the time, but the understanding of human nature is not. We ignore things that are shown to us all the time. However, if once a month, a huge packet of charts dropped on your desk, with a cover letter summarizing the results, and if the CEO and your peers received the same package the same day, and that piece of work included charts on how your part of the business was running, you damn well paid attention, like any person turning to the index of a book on their company to see if they were mentioned. Ritual matters.
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While I tried to create guardrails to preserve formulas linking all the workbooks, everything from locked cells to bold and colorful formatting to indicate editable cells, no spreadsheet survives engagement with a casual user.
amazon  visualization  psychology  corporateculture 
8 weeks ago by mayonissen
What did Weinstein's board know, and when did they know it? — Quartz at Work
After the implosion of Enron, WorldCom, and Tyco in 2001, US regulators smelled a systemic sort of rot in the preparation of corporate financials. One response of the US Congress was to require the CEOs and CFOs of public companies to start personally certifying financial statements. What if CEOs and board members were similarly required—or even just volunteered—to certify annually that to their knowledge, no one in senior management had engaged in sexual harassment and that any harassment complaints brought to the company had been dealt with appropriately?
corporateresponsibility  women  corporateculture 
october 2017 by JohnDrake
news.starbucks.com
Hines is the director of social impact for U.S. operations at Starbucks. His job today is to launch stores in underserved communities that could benefit from economic development. The stores are built by women or minority-owned contractors, staffed by partners (employees) from the community, carry food made by local diverse vendors and offer free training programs to help people between 16 and 24 who aren’t in school or working to develop job skills.
brand_starbucks  economy  corporateculture 
may 2017 by JohnDrake

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