Happy Friday from Beem!
Another week, another Roundup here for you: let’s see what’s been shaking the Tech, Comms and HR world this week! But before we dive in: don’t forget to send us an email to email@example.com if you have a story you want to share! Whether it’s about leadership, HR, innovation, company culture or communications or even your own story, we’re keen to learn, so share it with us and we may feature your post in our upcoming issue.
Right, what’s been making waves this week? Check this out and join the discussion below!
Compared with some other activities of business leaders, such as hiring the right talent and setting strategy, changing corporate culture can be especially challenging. Culture is amorphous; there are no direct levers for shifting it in one direction or another. Indications are that CEOs are putting a higher priority on this aspect of leadership than in the past.
Data suggests, though, that there’s lots of room for improvement: each year companies spend $2,200 per employee, on average, on efforts to improve the culture, but only 30% of this money results in a good return on that investment. How can companies improve this process? What are they doing wrong?
What if you were to play a video game, but could truly feel the magic object in the hand of your avatar, perhaps even feel its heart beating when running up to the monster’s lair? More importantly, what if you were in need of life-saving surgery and the world’s best surgeon is ready to help you, but as she makes the first incision, she is hundreds of kilometers away, manipulating a surgical robot?
5G is not about making better phone calls. Instead, it’s about unlocking the power of knowledge and data! In fact, it will bring together three technologies that – once connected – will transform our world: the huge processing power of cloud computing; the agility of “edge computing”; and – last but not least – artificial intelligence. So, what will the direct impact of 5G in our lives be?
An increasing number of organizations are using a growing range of approaches to help build an environment in which people can do their best work. What do employees expect and desire in terms of their jobs and careers, reward and benefits, managers and other employees? Where possible, these expectations should be articulated as outputs or benefits rather than just experiences.
If we can articulate these expectations, along with the organization capabilities and principles, we will be in a much better position to design the organization, culture, and physical and digital workplaces to meet the needs of the employees and the business. Consequently, we will not need to rely quite so much on tactical approaches like journey mapping.
However, just as with journey mapping and other similar approaches, defining employee expectations to include within the requirement depends on a deep understanding of employees’ needs and pain points, hopes and fears, and so on.
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