11 Statistics about Employee Happiness That You Need to Know

Executives and hiring managers are all too familiar with the high cost of replacing someone who leaves their company…. Read More»

Under New Management: Rethinking How We Manage

So many of the “best practices” we learned in the Industrial Age no longer apply today. This is especially true with leadership issues. In the Social Age, more is expected of leaders, so we must rethink how we manage. In every sense of the words, we are “under new management.”… Read More»

Brain-based enterprises

In the Information Age We Need Brain-Based Enterprises

Nearly 30 years ago, Fred Moody and Bill Gates recognized that the basis of competitive advantage had fundamentally shifted from the agrarian age to the industrial era to the information superhighway, when it was said that Microsoft’s only factory asset is the human imagination. The corresponding shift is from what I call Brawn Based Industries (BBIs) to Brain-Based Enterprises (BBEs)…. Read More»

Work that matters

Work that Matters Starts with Matters that Work

To most of us, the phrase Work that Matters implies job satisfaction. The outcome is reduced stress, lower turnover and higher productivity – in business, a ‘win-win’ for employees, customers and shareholders. The logic is infallible. So, I ask you, why is there such a gap between the theory and the practice? Why are so many organizations and many workers struggling to find workplace nirvana?… Read More»

  • There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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