February 2000. Pets.com, an online pet supplies company, made its Initial Public Offering on the US stock market. Shares began trading at $11 but reached a high of $14. Pets.com were on a roll. In the New Year they won numerous advertising awards for their website, and were ranked number one by USA Today’s AD Meter for their first national commercial. Just 9 months later pets.com was liquidated with a share price of $0.19.
Posts Tagged Business Strategy
Think of all the articles, books, seminars and speeches you’ve read, attended or heard on the subject of change. Think of all the experience you’ve had in your own life, or in your organization, with change.
Assuming most of us have had a respectable amount of experience with change, wouldn’t you think we’d all be better at by now?
Instead, we continually struggle—even though relentless competition, advancing technology and increasing demands to remain relevant have made the ability to change a matter of survival for virtually every industry and profession.
PHILADELPHIA—Agility and innovation are critical to leadership success, but leaders also need to be able to admit mistakes, said National Association for Stock Car Auto Racing (NASCAR) CEO and Chairman Brian France, speaking June 18, 2014, at the Wharton Leadership Conference at the Wharton School of the University of Pennsylvania.
Is it time to shake up and break up the HR profession? The global changes that are affecting organizations have major talent implications for strategy and operations. Today’s turbulent economic environment requires HR professionals who understand business issues and who have the ability to create high-impact solutions.
In today’s uncertain business environment, change represents the biggest constant. Competitive forces, technological innovations, shifting regulatory climates and economic volatility continue to increase the pace at which our world evolves. To survive and thrive, organizations must stay vigilant to market shifts and continuously plan for and adapt to new conditions.
Last week, I mentioned that I’ve begun work on a new framework for high-performance talent acquisition. In many ways, it’s the culmination of all of the work I’ve done in my role here at Brandon Hall Group – and beyond, as I’m drawing on years of experience in operations. The reason being, a framework captures all of the myriad pieces that comprise a mature and effective process and incorporates them into single, holistic model that drives desired outcomes.
On February 26, SHRM We Know Next (@WeKnowNext) chatted with special guest Robin Schooling (@RobinSchooling) about HR and Recruiters - Contestants in an Amazing Race?
In case you missed it, here are all the great tweets from the chat:
Most companies today have access to reams of data: marketing, supply chain, finance, as well as critical data about their workforce. Yet research shows that leaders at these companies lack the confidence to effectively integrate and use this data to compete more effectively in the marketplace. While executives know the results they need to achieve, they often fail to analyze the impact of their decisions on the firm, its processes, and its people.
As human resource professionals increasingly take advantage of employee and manager self-service technologies, there’s a belief that HR departments once consumed with transactional tasks are now free to focus on more strategic work.
It’s January and all the posts about HR in 2014 are out. They discuss how we will change in 2014, what will be hot, what will fail and where we will be if we do not implement, adapt or conform to these new ideas. Some are the same ideas we have been discussing for years and others are truly revolutionary trends.
Workplace wellness programs can significantly lower health care costs by helping workers to better manage chronic diseases. However, encouraging workers to adopt healthier lifestyles may not noticeably reduce an employer's health costs or lead to lower net savings for otherwise healthy individuals, according to a new Rand Corp.
What will challenge chief executive officers in 2014?
Human capital and how best to develop, manage, engage and retain talent were among the leading challenges cited in a new survey of executives from more than 1,000 companies worldwide.
Great marketing begins with great strategy. Great strategy doesn’t happen without sacrifice. Sacrifice leads to differentiation. Brands cannot promise a smorgasbord of benefits; trying to be all things to all people is a recipe for disaster. There’s more: a marketer’s product or service must deliver the promise. If it doesn’t, great marketing cannot exist.
What does this have to do with HR? Everything. For the sake of brevity, I’ll list just five similarities between HR and marketing.