During the hiring process we also use role-play to understand the integrity of a potential hire. The role-play is intended to paint people into a corner of either telling a white lie or being disloyal to the company. You can see people get really nervous as they do this role-play, thinking, “Uh-oh. Now what do I do? If I’m disloyal to the company I’m probably not going to get this job. But it’s just a little white lie.” At Bridgeway, our standard is you don’t lie. Being true to your word is very, very important. We’re continually trying to move towards the highest possible standards of integrity.
Additionally, we want to ensure integrity is integrated into our business operations, so we have an internal slogan: “What’s in the best long-term interest of current investors at Bridgeway?”
Every word in that sentence is very specific. We want to focus on the long-term, but sometimes you can lose out on revenue-generating opportunities when you are serious about the long-term. We also focus on current investors, not the new ones that we hope to get. So that question helps us focus our time and efforts. We want our investors to know that when they’re not in the room, we’re still thinking about their best interests.
When we make operational decisions, we’ll sometimes write the four business values on the board and ask ourselves, “How does this inform our decision?” Or we ask, “Is there any way in which our slogan is being compromised by entering into this operation?”
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Leaders are finding that open and agile organizations are able to respond faster and more effectively to these developments than organizations where all insight and direction comes from the top. In short, the autocratic Commander, whether brilliant or misguided, just won’t cut it anymore. Leaders need a broader range of style options to match the broader range of assets companies are creating today
So what is a leader to do given this new digitally enabled and hyper-connected environment? Employees and freelancers (such as Apple’s developer community) want ownership, impact and recognition, rather than to follow instruction. Customers want to participate in the marketing and development process (witness how consumer/business relationships have grown on social media and the rise of crowdsourcing businesses like Victors and Spoils), rather than be told what they want and why. Leaders are finding that open and agile organizations are able to respond faster and more effectively to these developments than organizations where all insight and direction comes from the top. In short, the autocratic Commander, whether brilliant or misguided, just won’t cut it anymore. Leaders need a broader range of style options to match the broader range of assets companies are creating today
For Jobs, and for many leaders, co-creation can be uncomfortable. Given that network-based businesses are the most highly valued and profitable companies in today’s digital world, what does it take for a leader to co-create? Our answer: the ability to relinquish control and the willingness to share the value created with the crowd.
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Oza’s investment philosophy is fairly simple: he wants to invest in products he would use. He also favors snacks and beverages that are healthier than what is already on shelves.
“Today, people grab a product off the shelf and the first thing they do is look at what’s in that product,” Oza told Fortune.
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