Starbucks just announced it will provide a free online college education to thousands of its workers, without requiring that they remain with the company, through an unusual arrangement with Arizona State University. The offer is being extended to the 135,000 U.S. employees. That's a lot...
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Why do we spend so much time studying customer needs as the basis for innovation, when its real source is right in front of our eyes? Innovate from the core and you’ll guarantee that your company enjoys a long and happy life.
A decade ago, the company made a Bold Promise to the world that it was going green, going to be an ecologically oriented energy leader.
That promise proved to be a Bad Plan. Why?
Until the recent debacle over unintended acceleration, Toyota enjoyed the rewards of being a stellar global brand that could do (almost) no wrong.
I just read a piece in The New York Times Sunday business section called “The Pull of Heavy industry.” It features Alex Kummant, the CEO of Amtrak. When asked about what keeps him up at night (besides his 4 month old), he said, “human resources issues.”
This has been bugging me for a while, so I’m going to dig it up and put it out there. Opinions welcome.
Ever since “the vision thing” collided with “execution is everything,” people have failed to resolve the ‘what is more important’ tug-of-war between these two powerful forces. Here, I offer a way to resolve the debate to everyone’s potential satisfaction (or consternation). Forget business for a moment; let’s garden.
In the business section of The New York Times this morning,there’s an article about GE planning to sell its appliance division, the oldest business in the company’s 120 year history. The sharks are circling…investors are making more and more noise about selling off other parts as well.
A recent, front page article in The New York Times about French
identity reported that the French Conservative candidate for president,
Nicolas Sarkozy, wants to establish a new arm of the government – a
ministry of “immigration and national identity.” At the same time,
