At any organization, there are always going to be more problems than there is time to solve them. But certain problems really need addressing–like, right now–and you know it. Unfortunately, these are the very ones that often go untended. They are the bigger picture problems that we don’t know exactly how to define, let alone solve.
As a doer in your organization, how can you force these important conversations to happen now? How can you beat the: “Yes, this is definitely something our team is thinking about, but won’t be able to work on until Q2 of next year”?
Here are 6 tactics our team uses that will help you accelerate some of those stagnant conversations and seize the now:
Mike Dubin, CEO Dollar Shave Club
You know what Mike Dubin isn’t doing right now? Reading any more articles about Mike Dubin.
He’s probably on a beach in Santa Monica, wondering how he’ll spend the $90 million he made when Unilever bought Dollar Shave Club, a subscription razor service he founded in 2011, for $1 billion in July. (In all honesty, he’s probably at a desk–he’s staying on with Unilever–but, considering his windfall, I’m going to be picturing him on a beach regardless.)
You already knew about Mike, though. It was an acquisition that launched a thousand articles and will likely sustain the dreams of rabid founders, and their VC handlers, for years to come.
Deb Henretta is joined by Charlie Schilling, GM of General Assembly’s Enterprise business, at a Q&A event on October 12.
On Wednesday, October 12, the General Assembly enterprise team hosted Deb Henretta, the former Group President of Procter & Gamble, for breakfast and Q&A at GA’s New York campus. Deb is a 30-year veteran of P&G (ret. 2015) and ran various businesses–including the Global e-Business, Global Beauty, and Asia, among others–during her time there. During breakfast, she mentioned having 20,000 people under her.
Here are 5 tactics we learned from Deb about how CPG marketers and HR leaders can prepare their businesses for the future. Continue reading
Innovative organizations are transforming to be more customer-centric, value learning over winning, and to start with problems rather than products. Product leaders within these companies are the driving force behind such critical shifts, and understand that it requires stakeholder action to make an impact. Continue reading
Nobody sets out to create a poor learning experience. But creating a good one is not an easy task. To help train your team, General Assembly has developed a step-by-step process that guides creators through the planning of high-impact learning experiences. Whether creating an online or offline program, these principles are at the heart of great training.
Let’s pretend that we want to create a lesson to teach a group of people how to make an omelette. Let’s walk through the steps that we might take to create that lesson.
Design Thinking is the latest competitive advantage for businesses across a wide range of industries: tech, education, retail and even aerospace. Design Thinking (DT) has received extensive coverage in major publications like Harvard Business Review and the New York Times. Relatively old stalwarts in the area like IDEO and Frog focus on design as a consultancy service. Companies like General Assembly offer training to everyone from large foundations to Fortune 500s. Other large corporations, like Capital One and Fidelity, are building in-house design teams that can both design and teach others throughout the organization to design.
Everyone knows what a quality learning experience feels like: exciting, energizing, satisfying, and entertaining. Conversely, everyone knows what a bad learning experience feels like:bored, useless, disappointing or unsatisfying.
So how do you create experiences that inspire the first set of words and avoid the second? Based on our experiences designing high impact learning experiences for adults, we’ve identified four universal truths that apply to almost all of our engagements.
In January 2016, the corporate training team at General Assembly set out to determine the marketing strategies and skills that all companies need to succeed in today’s rapidly changing business environment.
As an educational institution providing skills on technology, business, and design to individuals and corporations, our greatest asset is our network, which comprises students, alumni, instructors, subject matter experts (SMEs), and Fortune 500 clients. Leveraging this incredible network, we were able to survey CMOs of Fortune 500 companies, CEOs of startups, and a host of branding experts, mobile experts, performance experts, data experts, and digital experts.
It’s true that Big Data is somewhat of a catchall term. So many different applications and organizations can be lumped underneath the Big Data umbrella that it can be confusing sometimes to know what exactly we’re talking about when we use the phrase.
Contrary to the belief in some quarters, it means a lot more than just “a lot of data.” At it’s simplest form, Big Data has three essential qualities: Volume, Velocity and Variety.
The scoping and planning phase is an incredibly important but frequently overlooked element when developing a digital training or transformation program. L&D executives and training sponsors are often bombarded with questions, opinions, and pressure to quickly move on launching a solution, which can often lead insufficient planning.
In hearing from large organizations across the globe, GA’s corporate training team has found that an underinvestment in scoping corporate training programs can result in substantial rework, delayed launch dates, and disappointing program outcomes.