Posts

William F. Johnson

Disorganize or Bust

One half of all new organizations will close their doors forever after only five years. Those organizations – started with vision, enthusiasm, and hope for the future – will leave employees, clients, and constituents in limbo. Within sixteen years only twenty five percent will still be viable. There are a number of reasons for failure but some result from their own success.

There is a definite cycle in the life of organizations. It is not chronological but a functional cycle. A simplified pattern might include five phases; Initial Structuring, Formal Organization, Maximum Efficiency, Institutionalization, and Disintegration.


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About the Author

William F. JohnsonWilliam F. Johnson is an award winning author writing primarily in the field of leadership and personal development. His background includes starting and leading three different business entities and he is currently CEO of a non-profit organization. Bill can be reached at www.wfjohn.blogspot.com.

Bill’s book, Disorganize or Bust (Aslan Press), provides an understanding of organizational development, traces some real life organizations through their life cycle, and is provided as a tool for leaders and entrepreneurs to avoid or slow down the institutionalization process. It will be uncomfortable for some whose main desire is a smooth operation, but growth is not smooth.

Alexander Throckmorton Comes of Age

On September 25, 2015, Warner Brothers released The Intern: Experience Never Gets Old starring Robert de Niro and Anne Hathaway; written, directed, and produced by Nancy Meyers. The September 2015 edition of Chief Learning Officer Magazine featured an article called Don’t Undervalue Older Workers by Lynn Schroeder. Nancy and Lynn must acknowledge that Edgar Lee Masters planted the seeds for appreciating seasoned workers back in 1914 when he wrote the play based on tombstone epitaphs in the western Illinois hamlet of Spoon River.

When Edgar Lee Masters penned his eloquent formula for genius, which he attributed to one fictional – albeit deceased – Alexander Throckmorton in the classic Spoon River Anthology, he bequeathed to all of us an elegant guiding principle for organizational leadership: genius is a composite made of some parts wisdom and some parts youth. Many organizations have exactly what they need for genius; that is seasoned workers and young workers. The problem is that so many organizations see older, experienced workers as problems; blocking the door for younger, less expensive and less experienced talent to enter the building. If we’re to believe Lynn Schroeder, Nancy Meyers, and Alexander Throckmorton, organizations who deliberately integrate wise, experienced team members with young, talented, and energetic team members, eager to destroy barriers and bifurcations, have the potential for genius—not individual genius; but true, organizational genius.


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About the Author

John HooverJohn Hoover, PhD.

Senior Vice President and Leader of the Executive Coaching practice at Partners in Human Resources International (New York), Dr. John Hoover is a former executive with The Walt Disney Company and McGraw-Hill. He is the bestselling author of a dozen books on leadership and organizational behavior from Amacom, Career Press, Barnes & Noble Publishing, HarperCollins, John Wiley & Sons, McGraw-Hill, and Saint Martin’s Press.

Dr. Hoover is adjunct faculty at Fielding Graduate University and the American Management Association. He has coached, lectured, or served on the faculties of Amherst, Aquinas College, Cal State Fullerton, College of the Desert, Middle Tennessee State University, Vanderbilt University, and Yale. As outlined in greater detail below, he is an experienced consultant and executive coach to C-level executives and board members in the private sector, academia, and not-for-profit social service agencies.

Doing Business in a Big Data World

The Internet and cloud computing have revolutionized the nature of data capture and storage, tempting many companies to adopt a new ‘Big Data’ philosophy: collect all the data you can; all the time. But this new world of Big Data is proving to be much more demanding and complex than expected, requiring companies not only to adopt different technologies, but also to make significant changes to their business strategy, internal skillsets, and organizational structures.

Big Data is Not Just More Data: That’s because the nature of the data we can now collect has changed. Big Data involves not just the structured data (customer name and details, products purchased, how much was spent and when, etc.) that every company is used to capturing, but also unstructured data (data scraped from the Internet and social media channels that may come in a wide variety of formats, from video to voice). It may seem an obscure data management distinction, but this shift toward collecting unstructured data – which is a large part of what Big Data is all about – is sending shock waves across traditional organizations.

Why?


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About the Author

Dale NeefDale Neef is a technology advisor, and author of Digital Exhaust: What Everyone Should Know About Big Data, Digitization and Digitally Driven Innovation (FT Press). A veteran of knowledge management, business intelligence, and large-scale technology implementation projects with more than fifty companies worldwide, he has been a technical consultant for the Asian Development Bank, has worked for IBM and Computer Sciences Corporation, and was a fellow at Ernst & Young’s Center for Business Innovation. A frequent contributor to journals, and a regular speaker at technology conferences, he earned his doctorate from Cambridge University, was a research fellow at Harvard, and has written or edited eight books on the economics of knowledge and data management and the use of information technology to mitigate risk. Learn more at www.daleneef.com.

New Ways to Minimize Financial Concerns that Erode Employee Performance

Research shows that money worries have a distinct negative impact on employees’ ability to perform their jobs. Financial education can help, but new voluntary benefits—such as student loan refinancing—offer employers a more proactive tool for combatting this productivity drain.

If you’ve ever had any doubt that financial challenges affect your employees’ productivity, findings from the 2014 SHRM Financial Wellness in the Workplace Survey may put that doubt to rest.

Conducted among more than 400 HR professionals, the SHRM survey revealed:


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About the Author

DanMacklinDan Macklin is a co-founder and vice president at SoFi. He is a thought leader whose perspectives on Gen X and Millennial personal finance topics have been featured in a variety of media outlets including CNBC, Fast Company and Mashable, as well as his personal favorite, Italian Vogue!

About SoFi

SoFi is a leader in marketplace lending and the largest provider of student loan refinancing, with over $2 billion in loans issued. SoFi helps ambitious early stage professionals accelerate their success with student loan refinancing, MBA loans, mortgages and personal loans. Its nontraditional underwriting approach takes into account merit and employment history among other factors to provide unique financial and investment products. Borrowers who refinance their student loans with SoFi can expect to save $11,783, on average, over the lifetime of their loans. For more information, visit SoFi.com.