by John Lees
People hold on to jobs too long for all kinds of reasons. Sometimes it’s loyalty to co-workers at a company you’ve outgrown, or maybe you spent a long time thinking you were just about to get promoted… but never got the call. Or perhaps you simply had a lot going on in your personal life and your somewhat dull job felt steadying. During the downturn, many people decided to stay in whatever job they had, figuring that any job was better than no job. Continue reading
written by Neal Thornberry
Complex organizations are just that—hard to get your arms around in terms of structures, processes and relationships. Even good intentions can create their own unintended complexities.
The best thing senior management can do is to make the road to innovation clear. If managers haven’t built it, or worse yet haven’t communicated it, they need to do so. Continue reading
written by Jay Ackerman
All too often, customer/vendor relationships are anchored around two milestones in the customer lifecycle: the initial sale and renewal sale. Typically, these two points in time experience the greatest, if not only, customer outreach and engagement. With the rise of the Cloud and Subscription Economy, it’s easier than ever for customers to switch providers at a moment’s notice. As such, the one-time sales approach is now replaced with a value-driven approach anchored in customer lifetime value (CLV). Today, customers only want to pay for what they use, and they only use what is considered to be of value.
Rather than focusing on points where the money is made – initial sale and renewal – vendors should take a “pay it forward” approach to customer success across the customer life cycle. Continue reading
Our client’s Business Process Outsourcing (BPO) organization has an exciting opportunity for Sales Capture Leads selling procurement services. Their BPO Procurement business offers a full suite of source-to-pay BPO services including:
by Sigal Barsade and Olivia (Mandy) O’Neill
“Love” is a not word you often hear uttered in office hallways or conference rooms. And yet, it has a strong influence on workplace outcomes. The more love co-workers feel at work, the more engaged they are. (Note: Here we’re talking about “companionate love” which is far less intense than romantic love. Companionate love is based on warmth, affection, and connection rather than passion). It may not be surprising that those who perceive greater affection and caring from their colleagues perform better, but few managers focus on building an emotional culture. That’s a mistake. Continue reading
