Someone sets the tone, kick-starts the culture, makes the uncomfortable decisions and facilitates dialogue about how to improve and what changes must occur. Good leaders do that. Poor leaders don’t; they just get in the way.
Repositioning a brand can drive business, increase retention and improve overall audience perception. Despite the somewhat involved process, the upsides of a repositioning process far outweigh the relatively small investments of time and energy.
H.W. Kaufman Financial Group has strategically combined Fort Collins-based US-Reports with Canadian Reports, based in Toronto, rebranding both companies under the name Afirm.
In recent weeks, I have driven both the similarly priced Outback and Sportage, and I loved them both. I’d probably go with the Kia for two reasons.
Sometimes called “boomerang employees,” rehired workers offer many benefits. If you’re thinking this may be a good option for your company, here are some questions to consider, along with a few tips for integrating boomerang employees back into the office.
I need not trash my competition to outperform our competition. Over time, all bad firms are pushed out of their closet into the spotlight of their community.
Nine years ago, Andrew Graham purchased Clinic Service and began shifting the culture from the normal command/control model to a new one of collaboration.
As the auto industry continues to embrace autonomous, shared and electric mobility, it is fast becoming the face of innovation – and investors are taking notice.
Any company that requires parts, products, or people relies on hiccup-free logistics to deliver. Either directly or indirectly, businesses in nearly all fields are investors in logistics powered by geospatial data.
Over the years, I have heard every reason imaginable as to why someone decides not to listen, read, attend or be fully present. Opportunities are lost – or gained, every day. You choose.
For a small family business to emerge as a global leader has been a “special journey,” Bill Graebel says, adding, “You might ask then, ‘What are the principles that have best served you?’"
Just like a cocky pilot who is confident (and wrong) about his spatial orientation, a leader who relies on his or her instincts without back up instrumentation or counsel is doomed to crash.