FEATURING THIS WEEK’s ARTICLES POSTED TO WCs ACROSS GIBS CAMPUS
Creating a job market for the most fulfilling jobs
Sure, there aren’t too many jobs these days, but ReWork still wants to make sure people aren’t toiling away at work they hate. Their job matching network is connecting passionate workers with the companies that need them.
If jobs were fun, they wouldn’t be called work. But especially for a younger generation of workers, that attitude is no longer cutting it. People want to feel connected and inspired by how they earn their living, but those jobs aren’t so easy to come by. So Nat Koloc and Evan Walden, the co-founders of ReWork, have created what they call an online passive job market. Is your secret passion to work on sustainable agriculture but you have no idea how you’d make that move? Now you can submit your name and CV to their database, and when a company comes looking for the job you’re passionate about, you’ll be connected and potentially go from toiling away in the rat race to being excited to wake up for work. . . .
• Empowering Young Women By Teaching Them To Be The Next Tech Genius – Girls Who Code takes New Yorkers who might otherwise not think that math and science and computers are for them and gives them the know-how and desire to compete for high-tech jobs.
• Got A Talent? Raise5 Lets You Use It To Raise Money For Causes – Now you can volunteer your time instead of your cash. Instead of just giving $5 to your favorite organization, what if you could get something valuable and creative in return? Raise5 lets people sell their own items and then helps them give the proceeds away.
• Create A Product With Emotion, By Giving Customers The Power Of Customization – Each one of Caseable’s laptop cases are unique, because you can make it your own down to the color of the zipper. Do we connect more with products we have made ourselves?
Stressful at the top? Not really, study finds
Harvard researchers find leaders in business, politics and the military report lower anxiety levels than others. The key to their serenity is control. / Melissa Healy
Management consultants say 60% of senior executives experience high stress and anxiety on a regular basis, and a thriving industry of motivational speakers teaches business leaders how to manage their corrosive burden of stress. But just how uneasy lies the head that wears the crown? Not so uneasy, it turns out. A new study reveals that those who sit atop the nation’s political, military, business and nonprofit organizations are actually pretty chill. Compared with people of similar age, gender and ethnicity who haven’t made it to the top, leaders pronounced themselves less stressed and anxious. And their levels of cortisol, a hormone that circulates at high levels in the chronically stressed, told the same story. The source of the leaders’ relative serenity was pretty simple: control.
Are you making best use of disruptive technology? / Norman Marks post to Sustainable Business Forum
Deloitte has done a good job summarizing some of the fast-moving developments and applications of the latest business technology in their Tech Trends 2012: Elevate IT for digital business. The summary page includes a short video discussion that is worth reviewing before reading the report. The publication lists and discusses 5 “disruptors” and 5 “enablers”, each of which are interesting topics.
The disruptive technologies are:
• Social Business
• Enterprise Mobility Unleashed
• User Empowerment
• Hyper-hybrid Cloud
The enabling technologies are:
• Big Data
• Geospatial Visualization
• Digital Identities
• Measured Innovation
• Outside-in Architecture
Impromptu Hans Rosling – watch
This talk ‘happened’ during a spontaneous interview with Hans Rosling, the famous TED speaker. Hans joined us at the TEDxSummit 2012 in Doha, April 15 — 20, Qatar for another memorable TED talk on global population predictions. – Transcription, part 1/2: Using 7 rocks to demonstrate . . .
• ‘x’ means unknown, but the world is pretty known.
• It’s seven billion people. I have seven stones.
• One billion can save money to fly abroad on holiday every year.
• One billion can save money to keep a car, or buy a car.
• And then, three billion, they save money to be able to buy a bicycle or perhaps a two-wheeler.
• And two billion, they are busy saving money to buy shoes.
You don’t have to be a management consultant to know that we are all besieged by information, but it’s the consultant’s job to come up with a snappy buzzword to describe the phenomenon, and they have settled upon the catchall term “Big Data.” Everything from the most trivial details of our personal lives to highly sensitive information at work is now stored and catalogued in bits and bytes; Big Data refers to the deployment of these vast troves of information to make businesses more efficient and responsive to clients and consumers. . . According to a report issued last year by McKinsey Global Institute, Amazon has had tremendous success by using data it has collected to discover what additional products its users are likely to buy. As the study noted, “Amazon reported that 30 percent of sales were due to its recommendation engine.”
The executive leadership imperative: A new perspective on how companies and executives can accelerate the development of women leaders
Abstract – In light of today’s leadership shortage, companies face challenges in trying to identify and develop new leaders to fill the key roles left vacant by baby-boomer retirements. This feat can only be accomplished by tapping all sources of future leadership talent—especially women, who are currently underrepresented at the executive level. The development of future leaders in most companies is handicapped by the fact that promotional decisions to the C-Suite level are based on a set of unstated criteria for advancement. The lack of clarity regarding the factors used to determine who does and who doesn’t progress to the executive level presents special challenges for aspiring women executives. Effectively addressing these obstacles requires a new mindset toward talent development within organizations. We recommend actions on two fronts: (1) specific practices that companies can make part of their succession planning and career development processes in the interest of creating a level playing field for executive advancement, and (2) actions that women can proactively employ to take the initiative in their own development as leaders.
Beeson, J. & Valerio, A. M. (September 2012). The executive leadership imperative: A new perspective on how companies and executives can accelerate the development of women leaders. Business Horizons, 55, 5, 417–425
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