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Innovate Vancouver
Where Ideas Meet Strategy
Where Ideas Meet Strategy
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The culture fit model represents a social construct that is used to evaluate whether a candidate, etc., will be able to perform their responsibilities within a specific business culture. The outcomes supported by the culture fit 'model' are greatly determined by the context. This means culture fit in one context may mean something different in another context. The values may not be realized by everyone and the results can be quite selective, supporting and reinforcing homogeneity, access, and/or the status quo.

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The nature and purpose of human resources has changed much over the past century in response to changing trends, pressures, and economic/ business models. The future role for human resources has never been brighter with the introduction of new technologies, business models, and leadership tools.

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Competitive advantage, or business based competition, is often treated as a myth. This is clear when either a ‘seat of the pants’ approach is taken to corporate governance and strategy or when misalignment increases across the business model. The result is an iterative process where quality, profits, and stakeholder satisfaction deteriorates. A result that no business can afford, let alone survive.

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Systems thinking advanced on earlier models of thought about how structures interact and how to influence them. Historical leaders models have been criticized for being overly linear and deterministic. Unable to adequately predict or explain what leaders were facing, many leaders advocated for a more dynamic model that could be used to explain the data.

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Competitive Advantage increasingly emphasizes logistics and driving value throughout the supply chain. Monitoring, controlling, and evaluating the supply chain has a significant impact on the business model’s alignment, efficiency, and ability to drive value.

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Information vectors fuel innovation. The challenge is that information gathered from one vector may be completely ignored from another. This differential perspective is influenced by the place, resources, and reference point of the observer. The observing vector thus determines what is valued. For most companies, and teams, the options are separate and distinct. Observing one information vector usually precludes engaging others.

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