Quickly hear 30 seconds of Carpe Diem’s thought leadership across a variety of issues facing leaders and organizations
CULTURE TALKS.
Culture is the organization’s “operating manual.” By reading the manual, we learn more about how we can motivate our people, guide them through change, and minimize turnover.
Culture is layered and nuanced. It is more than just company values or one or two dominant traits. That’s why it’s so important for leaders to dig into their culture.
Very few organizations need full-fledged culture transformations. The best culture projects are those that are tied to driving specific business outcomes.
Carpe Diem’s new Culture Screen provides a quick and objective view of the culture, exploring elements of the culture and “shadow culture” that traditional surveys often miss.
Culture change is not about posters and campaigns. Success comes from identifying and addressing behaviors that are impacting the company’s business objectives.
When organizations introduce new leaders, strategies or technologies, they have to make sure their culture matches the new reality.
Leaders aren’t always aware of the behaviors that are impacting a culture. By holding a mirror to those behaviors, we can set a path for change and improvement.
While leaders have their own style, there are leadership norms that dictate how leaders guide and interact with their teams.
The best time to look at culture is in the aftermath of change or crisis. That’s when the “true” culture emerges.
Engagement scores will give you a glimpse into the culture. But they don’t paint the full picture.
Sometimes, our cultural strengths can have disruptive side effects. Navigating these elements of the “shadow culture” can help to minimize their impact.
A new leader will have the greatest chance for success if they are a fit for the culture. That includes alignment with the organization’s cultural strengths and the ability to help fill cultural gaps.
ADVISORY BOARD.
Advisory Boards and Boards of Directors serve very different purposes, yet they are often confused. A Board of Directors governs. An Advisory Board guides.
AI is moving faster than most organizations can comfortably absorb. For many leaders, the challenge is not whether AI will matter; it is how to deploy it responsibly and strategically.
Great advisory boards do more than assemble impressive résumés. They are intentionally designed to solve the right strategic problems.
Complex innovation challenges—whether technical, regulatory, or market-driven—benefit enormously from experienced external perspectives.
When leaders surround themselves with experienced advisors with similar challenges, they gain access to pattern recognition, practical wisdom, and honest feedback.
Artificial intelligence is transforming industries at extraordinary speed. Yet technology alone rarely determines success.
Periods of disruption place extraordinary pressure on CEOs. Markets shift, technologies evolve, and leadership teams must make critical decisions with incomplete information.
A high-functioning board operates as a collaborative team that challenges thinking, shares experience, and contributes to important strategic discussions.
Every leadership team has blind spots. They are a natural consequence of experience, perspective, and organizational proximity.