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	<title>Cultureii &#187; Culture Matters</title>
	<link>http://www.cultureii.com</link>
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		<title>Is Your Brand Value Leaking?</title>
		<description><![CDATA[BP failed to live up to their stated corporate values and the resulting hit to their brand value is $1 Billion. Companies who have a gap between their espoused values and their lived values create enormous brand, revenue and liability risk. Follow these simple steps to ensure you close the risk gap and ensure your employees behavior is alignment to your corporate values.]]></description>
		<link>http://www.cultureii.com/cultureii/is-your-brand-value-leaking/</link>
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		<title>Culture Drives Passion and Productivity</title>
		<description><![CDATA[By now most companies have made the cuts they are going to make to right size based on the economy and current business levels. The challenge most companies face is how to drive up performance with the staff that’s remaining. This article highlights the why and how to leverage culture as a way to drive [...]]]></description>
		<link>http://www.cultureii.com/cultureii/culture-drives-passion-and-productivity/</link>
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		<title>The Secret to Rocket Growth at Cisco and Zappos: Cultures of Distributed Leadership</title>
		<description><![CDATA[It’s hard to argue with success. Zappos and Cisco, while radically different companies, have leveraged a similar discipline that has enabled their fantastic growth: distributed leadership. Distributed leadership occurs when the corporate culture empowers all levels of the organization to make decisions that are consistent with the values of the organization and its business priorities. [...]]]></description>
		<link>http://www.cultureii.com/cultureii/the-secret-to-rocket-growth-at-cisco-and-zappos-cultures-of-distributed-leadership/</link>
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		<title>Creating an Adaptive Culture—A CEO’s Antidote to Complexity</title>
		<description><![CDATA[According to an IBM Institute survey of 1,500 chief executives, complexity is the foremost issue confronting chief executives. The research states, &#8220;&#8230; chief executives see a large gap between the level of complexity coming at them and their confidence that their enterprises are equipped to deal with it.&#8221; Against the backdrop of a radically changing [...]]]></description>
		<link>http://www.cultureii.com/cultureii/creating-an-adaptive-culture%e2%80%94a-ceo%e2%80%99s-antidote-to-complexity/</link>
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		<title>Get Ready for the Upswing: Manage Your Values-Driven Culture</title>
		<description><![CDATA[Warren Buffett said we’re out of the quicksand; but we’re a little bruised from ropes that were needed to pull us out. Point is: there are positive signs this economic crisis won’t last forever. There will be a sustained business upswing—there always has been and likely always will be. We don&#8217;t know when it will [...]]]></description>
		<link>http://www.cultureii.com/cultureii/get-ready-for-the-upswing-manage-your-values-driven-culture-2/</link>
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		<title>A Culture of Hope is a Strategic Advantage</title>
		<description><![CDATA[Hope is not a strategy. You’ve no doubt heard this bit of wisdom and it’s likely to be true if that’s all you do—sit around and hope for the best. In reality, however, a culture of hope is essential during this economic crisis. You must have faith that “this, too, shall pass”…and it will. And, [...]]]></description>
		<link>http://www.cultureii.com/cultureii/a-culture-of-hope-is-a-strategic-advantage-2/</link>
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		<title>Culture Integration for Mergers &amp; Acquisitions</title>
		<description><![CDATA[M&#38;A is a powerful growth strategy. However, successful integration after the transaction is tricky.  The DNA of every company is different and when companies come together cultural issues can undermine alignment and teamwork. read more&#8230;]]></description>
		<link>http://www.cultureii.com/cultureii/culture-integration-for-mergers-acquisitions-2/</link>
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		<title>Culture Design in Turnaround Situations</title>
		<description><![CDATA[Considering a financial restructuring as way to turnaround the business? The question is whether spinning off unproductive business units and refocusing on key growth areas is enough, or whether more fundamental, systemic culture change is required. read more]]></description>
		<link>http://www.cultureii.com/cultureii/culture-design-in-turnaround-situations/</link>
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		<title>High-Performance Leadership &amp; Culture</title>
		<description><![CDATA[You are a leader who wants better results from your team. But you’ve got challenges. For example, you may have inherited a group where blame trumps accountability; or maybe internal rivalry overrides what’s best for your business. Poor results and low morale are key indicators of the problem read more]]></description>
		<link>http://www.cultureii.com/cultureii/high-performance-leadership-culture/</link>
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		<title>Assessment &amp; Change Management</title>
		<description><![CDATA[If you run an organization that is growing rapidly or you’ve recently acquired or merged with another company, to what extent has your current company culture evolved? How did you tackle the values differences that generated conflict among employees? read more]]></description>
		<link>http://www.cultureii.com/cultureii/assessment-change-management/</link>
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