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In high performance culture the difference between success and failure can be a fine line.
Around five centimetres to be exact.
That’s the width of the lines at Melbourne Park where ThinkPlace Senior Executive Designer and Australian Open Grand Slam line judge Susan Atkinson is currently spending her days and nights.
Whether you are a medium-sized family company, a government agency or Amazon – the world’s largest brand - chances are you employ people.
And there are sometimes things that you want those people to do more of.
What if you picked your boss out of a hat?
And what if they weren’t really your boss at all?
It might sound a little far-fetched – Harry Potter meets HR department – but it’s a way of doing things that our company invented seven years ago and which has transformed the culture and structure of our business in ways we hoped for but did not imagine would be so powerful.
“Bank the way you want.”
“Our focus is on improving customer experience and building trust.”
When you surf the websites of Australia’s largest financial institutions the picture is of an industry obsessed with putting customers first.
Take, for example, the investment specialists who list their top priority for 2018 as: “Continuing the customer-centred transformation of our business.”
It's a big question that many organisations are grappling with: How to be a successful, expanding company in a crowded marketplace whilst also ensuring you operate ethically and responsibly at all times?
During the past decade the idea of taking a more structured approach to corporate ethics has gained some momentum. We now see an increasing number of companies employing Chief Ethics Officers, Ethics and Compliance Officers or even the snappy-sounding CethO.