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Are You Forging Your Supply Chain with Forgeries?

Recent headlines about counterfeit goods would alarm any supply chain manager (and for that matter, anyone on the planet). Stories involving tainted supply chains are popping up everywhere from the New York Times and Wall Street Journal to industry-specific publications. Instances of fakes range from the more familiar (phony designer handbags and smartphones) to the terrifying (counterfeit, potentially deadly flu medications and cancer drugs).

How great is the threat?

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Big Data: Catch the 40-Foot Wave

Half a century before Facebook and a quarter century before the Internet, a social anthropologist named John Barnes was the first to identify the concept of social networks. He spent time with the residents of a remote Norwegian fishing village, tracing their family trees and interrelationships. (“Net” was an apt usage—after all, they were fishermen.)

Today we don’t need to go knocking on rugged, windswept doors and inquiring who someone’s cousin,

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Happiness is a Bigger Ping-Pong Paddle

Do you feel sometimes that life is coming at you too fast, like a bunch of speeding Ping-Pong balls? The solution: build a bigger paddle. So says Shawn Achor, former Harvard instructor and New York Times-bestselling author of The Happiness Advantage. 

Achor describes a fascinating study in which players of Pong—one of the earliest video games—were unknowingly given bigger or smaller paddles. Those with the larger paddles actually perceived the ball to be moving more slowly even though it wasn’t—so they felt more confident of success.

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Corporate Culture: Measuring the Un-measurable

About 80% of all mergers and acquisitions crash and burn—for two main reasons. The first is that technical processes such as IT don’t match. The second is that the corporate cultures don’t match. Companies almost always assess the first factor, but they normally don’t assess culture. Why not? Because they don’t know how.

Work culture is largely invisible to people inside an organization. But Kim Cameron, associate dean and Professor of Management and Organizations at the University of Michigan Ross School of Business,

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Change is a Constant, But You Can Stack the Deck for Success

“I did what I had to do: I downsized a 25,000-person company by 10,000 people. But I was slow and uncertain, and had trouble coping with this new reality of my job. I was emotionally paralyzed…I had stopped leading change, and instead I became a change that someone else needed to make.”

In Pottruck’s new book Stacking the Deck: How to Lead Breakthrough Change Against Any Odds, he presents leaders with a 9-step course of action that he says will inspire meaningful,

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CLOs and Measuring ROI: They Doth Protest Too Much, Methinks

Do you remember the cry, “We’re not worthy!” of the Wayne and Garth characters from SNL’s Wayne’s World skit, when the wild-haired teens kowtowed at the feet of a famous rock star?

Unfortunately, “we’re not worthy” is also the silent cry of many corporate chief learning officers these days.

It’s because they’re internalizing the fact that—to paraphrase the late comedian Rodney Dangerfield—“they don’t get no respect” from the C-suite.

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