It’s been nearly two decades since Michael E. Porter, Bishop William Lawrence University Professor at Harvard Business School wrote “The Competitive Advantage of Nations.” Porter’s groundbreaking study of international competitiveness outlined how a nation’s competitiveness depends on the capacity of its industry to innovate and upgrade. It transformed how companies think and act when it comes to innovation. Innovation, he noted, is rather ordinary and typically comes about in incremental steps or through the snowball effect of multiple small insights rather than a big bang event such as a single, major technological breakthrough. That point is still being debated, especially when you consider the success of disruptive companies like Apple, Uber, Amazon and Google. But what was relevant then and continues to be today, is Porter’s observation that innovation always involves companies investing in skill and knowledge.
Picture this: you’ve just landed a high-profile assignment as a manager for a critical customer project. Now what? You think well on your feet, solve problems and ooze professionalism with clients. As a manager, your daily routine consists of gathering information, synthesizing insights, and creating solutions. However, the road to delivering successful project outcomes is a minefield, even for the most experienced of managers. Failure is not an option. Avoid the pitfalls and become a better manager by learning to stop making these three major mistakes.
Your company culture can make or break your company. It can increase or decrease profits, affect operational efficiency, sway employee turnover rates, and dictate how much risk an organization is willing to take. With federal, state and local governments, as well as private companies, continuing to turn to the industry for staff augmentation and project support, the crucial role of contractors and their impact on company culture is a hotly debated topic. Here are few ways contractors or employees outside of your corporate office can contribute to creating a stronger and more successful company culture.
Funabulism – from the Latin funs, meaning “rope”, plus ambulare, meaning “to walk. It’s the skill we know as tightrope walking. And much like the celebrated Flying Wallendas, today’s acquisition teams, human resources departments and staffing professionals are performing this amazing feat of agility as they walk the thin rope between helping to build a more inclusive and diverse workplace for their organizations and attracting high-quality candidates to staff positions at all levels.
As a facilities manager, your top-level concern is keeping people healthy and safe. Designing and implementing a successful facilities management strategy means not only having to consider the provision and functionality of a space, identifying and integrating the services required to operate and maintain that space, but also helping your organization understand the costs and business risks associated with every decision made. Welcome to the age of smart buildings.
There’s nothing traditional about a 17-year-old girl growing up near Harrisburg, Pennsylvania, who joins the Army, gets married, decides to go back to school to earn her computer electronics degree while taking care of three small children, goes on to earn two more degrees, and starts a successful business that earns numerous awards.
No one wants to see a business fail, yet according to the Bureau of Labor and Statistics, less than 33 percent of the companies that were founded in 2006 were still operating 10 years later.