The value of values for sustainable leadership in attracting and retaining talent
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by Nicolina Jonsson 2013 Global Village/Pause Scholarship MSc student in Marketing and Media Management, Stockholm School of Economics
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2. Core organizational values have a strong influence on employee behaviors and attitudes. Common business values include fairness, innovation, and social responsibility. Case studies show how values shape behaviors within organizations.
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Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
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Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
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Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
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Organizational culture refers to the values, expectations, and practices that guide employee behavior within a company. A positive culture improves performance while a dysfunctional one hinders organizations. Culture is defined by consistent behaviors rather than mission statements. It affects all aspects of a business from employee satisfaction to performance. Companies with strong, values-aligned cultures attract top talent and outperform competitors. They prioritize culture from day one by hiring for culture fit and reinforcing values. High-performing cultures exhibit qualities like alignment, appreciation, trust, teamwork, integrity and innovation. Leaders must advocate for and embody the culture while employees are given opportunities to provide feedback and continuously learn and develop.
Building a culture_for_sustainability_dec_9_2015
Educate and inspire leaders and managers in every function in how to mainstream sustainability into all aspects of your corporate culture.
Ob12 17st
The document discusses organizational culture and its characteristics. It describes how culture forms within organizations through the actions of founders and is maintained through socialization, stories, rituals and other means. Culture influences performance and satisfaction. Different types of culture like ethical, customer-responsive and spiritual cultures are explored.
Leadership , the key to unlocking high performance in safety critical indust...
Elements that contribute to the development of a strong safety culture;
The impact of various leadership styles on organisational behaviour;
Strategies to unlock organisation-wide behavioural shifts & change;
Behavioural tools & practices that work.
Organizing for service leadership
The document discusses several aspects of building and maintaining a successful organization focused on customer service excellence. It emphasizes that customer loyalty drives profitability, which is built on customer satisfaction, value, and employee productivity and loyalty. Top management leadership is key to success. Marketing, operations, and human resources must work together, targeting the right customers, delivering high quality services efficiently, and retaining talented employees. Vision, leadership, communication, and culture change over time are required to transform an organization into an innovative service leader.
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Getting your shift together making sense of organizational culture and change
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Presentations from a seminar at SSE on 16 November 2015: “Not invited to the Christmas party: Keeping sustainable company values and competence with increasing use of external competence providers”.
Presentations by: Edin Colak, Ellen Montén, Pernilla Bolander, Sofia Vahlne.
CSR-seminarium: Företagens roll och ansvar i samhället
Presentation vid seminarium på Handelshögskolan i Stockholm 14 november 2014, “CSR-seminarium: Företagens roll och ansvar i samhället”. Seminariet gavs i samband med lanseringen av den nya tidskriften "Organisation & Samhälle".
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Tomas Brytting, professor i organisationsetik med föredraget "Gärna förtroende men först ett rejält ansvar". Karolina Windell, ekon dr med föredraget "Mediebilden formar föreställningar om vad som är ansvarsfulla organisationer". Tommy Jensen, professor i företagsekonomi med inriktning mot etik, moral och ansvarstagande med föredraget "Svenska storföretagsledningar har för dåliga etiska kunskaper och färdigheter".
Professor Nils Brunsson, redaktör för "Organisation & Samhälle", välkomnade till seminariet. Sven-Olof Junker, ekon dr vid Handelshögskolan och sakkunnig vid Naturskyddsföreningen modererade debatten.
Inbjudna för att kommentera forskningsresultaten var Amanda Jackson, hållbarhetschef Swedbank, Hanne Kjöller, ledarskribent på Dagens Nyheter och Viveka Risberg, kanslichef Swedwatch.
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This document summarizes a presentation on diversity effects on sustainable group performance. It defines types of diversity, discusses research showing both benefits and challenges of diversity for group performance, and outlines some practical implications. The presentation addresses how diversity can improve decision-making and problem-solving but also potentially lead to issues like groupthink or polarization among subgroups. It notes the complex trade-offs involved and difficulties translating contradictory diversity research into clear practical advice.
If Lehman Brothers had been Lehman Sisters?
Presentation by Alexandra Johansen (SSE Alumni) at the Stockholm School of Economics November 10, 2014 at the seminar “Building sustainable organizations: the role of diversity for sustainable decision-making".
Financial Reporting – too little or too much?
Presentation at SSE, May 15, 2014: "Financial Reporting – too little or too much?"
Do we have a “disclosure problem” in financial reporting for listed entities? If so, is this a problem of information overload or inadequacy?
During 2013 three researchers at the Stockholm School of Economics, initiated a study, supported by the Swedish Enterprise Accounting Group at the Confederation of Swedish Enterprise, in order to contribute to this debate. 40 in-depth interviews were conducted with a broad range of experienced users of financial information. Interviewees include buy-side and sell-side analysts working with both equity and credit side analyses. Geographically, the interviewees are active in Sweden, the UK and other European countries along with the US.
The report Decision Usefulness Explored provides a short and timely report of the findings. Exploring what it is that makes financial reports useful, the report addresses what information in financial reports is used, when, how and for what.
At a seminar at the Stockholm School of Economics the findings in the report will be discussed. The objective of the seminar is to contribute to the current debate on the “disclosure problem” and the future of financial reporting for listed entities.
Agenda
13.00–13.10, Welcome and Introduction
- Dr Claes Norberg, Director Accountancy, Confederation of Swedish Enterprise and Adjunct Professor of Corporate Law, Uppsala University
- Dr Ebba Sjögren, Assistant Professor and Docent, Stockholm School of Economics
13.10–13.25, Setting the Scene
- Dr Walter Schuster, Professor, Stockholm School of Economics
13.25–13.40, The use of information by capital providers: The state of knowledge
- Dr Stefano Cascino, Lecturer, London School of Economics
13.40–14.30, Presentation and discussion of report
- Dr Anja Hjelström, Assistant Professor, Stockholm School of Economics
- Dr Tomas Hjelström, Assistant Professor, Stockholm School of Economics
- Peter Malmqvist, Chairman, Valuation committee, The Association of Swedish Financial Analysts
- Sigvard Heurlin, Visiting teacher Stockholm School of Economics, former PwC partner, IASC board member
14.30–15.00, Coffee break
15.00–15.20, Questions from the audience
15.20–16.20, Panel discussion
- Francoise Flores, Chairman, EFRAG
- Jan Engström, Board Member, IASB
- Mikael Hagström, Senior VP, AB Volvo
- Sue Harding, Director, FRC Financial Reporting Lab
- Moderator: Dr Ebba Sjögren
16.20, Closing remarks
- Dr Claes Norberg
Coping with Unsustainability: Policy Gap 7, Lonmin 2003 – 2012
Presentation by John Capel, head of the South African organization Bench-Marks Foundation, at SSE on 20 November 2013
Commercial actors in conflict-affected areas
The document summarizes a seminar on corporate social responsibility challenges and opportunities for commercial actors in conflict-affected areas. It describes the CCDA project which aims to develop concepts and tools to encourage businesses to avoid negative impacts and strengthen positive impacts on conflicts. It discusses terminology related to conflict-affected areas and corporate responsibility frameworks. It also summarizes conclusions from case studies on how some companies have financially benefited from conflicts and interacted with local stakeholders.
Mining and Social License to Operate: differences and similarities South Afri...
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This document summarizes research comparing how mining companies in Sweden and South Africa obtain a social license to operate (SLO). The research examines the choices mining companies make when applying for licenses in Sweden and an ongoing case study of the Sishen mine in South Africa. It discusses definitions of SLO and how companies obtain it by following soft laws and initiatives like CSR policies, local agreements, transparency, and philanthropy. For Sweden, results showed established companies did the minimum while new companies did more. In South Africa, billions have been invested at Sishen but communities have not benefited as intended. Concluding thoughts discuss differences in CSR approaches between the contexts and potential lessons from Sweden.The Future of and Alternatives to Bitcoin
The document discusses alternatives to bitcoin such as Litecoin, Namecoin, and Ripple. It examines examples like using bitcoins, namecoin which manages the .bit domain, and ripple which uses trust lines between currencies. The presentation concludes by discussing the future of cryptocurrencies and the bitcoin exchange called Kraken.
The appeal of a nonpolitical monetary unit
This document contains 24 sections about Bitcoin and related topics, including:
1. An introduction by Jon Matonis of the Bitcoin Foundation.
2-24. Sections discussing the history of Bitcoin, its key features like decentralization and fixed supply, how it could transform industries like payments and asset management, quotes in support of Bitcoin from figures like Bill Gates and Nassim Taleb, and Matonis' own quote comparing Bitcoin to legal tender and BitTorrents to copyrights.
Bitcoin: Challenging the fiat money system or catalyzing economic development?
Bitcoin: Challenging the fiat money system or catalyzing economic development? Stockholm School of Economics
The document outlines the agenda for a seminar on Bitcoin held at the Stockholm School of Economics on October 25, 2013. The seminar included four presentations: an introduction to Bitcoin by Dr. Robin Teigland; a discussion of Bitcoin as a nonpolitical monetary unit by Jon Matonis; a case study on how Bitcoin could benefit developing countries presented by Pelle Braendgaard; and a look at the future of and alternatives to Bitcoin from Michael Grönager. The event concluded with closing remarks from the moderator Dr. Robin Teigland."Tri-sector athlete" – part of a sustainable leadership
by Anna Rosén
2013 Global Village/Pause Scholarship
BSc student in Business and Economics, Stockholm School of Economics
Sustainable leadership
This document discusses sustainable leadership and the financial crisis. It provides statistics showing the enormous total estimated costs of the 2008 financial crisis for the US economy ranging from $12.8 to $22 trillion. Unemployment rates in the EU rose significantly from 2000 to 2013 in the aftermath of the crisis. The CEO of Allianz argues that addressing climate change cannot wait for the financial crisis to be resolved and that sustainable economic development is needed. Sustainable leadership is defined as achieving fair treatment of employees, sustainable environmental practices, and long-term economic value. It is argued that principles of sustainable leadership apply globally regardless of geography. The document examines sustainable leadership in banks, noting low customer satisfaction ratings for Swedish banks according to a recent poll
Ten Years of Doing Business
Presentation by Dr Augusto Lopez-Claros at a seminar at the Stockholm School of Economics, 23 May 2013
Hur löser man en bankkris?
Presentation av riksbankschef Stefan Ingves på Handelshögskolan i Stockholm den 21 mars 2013 vid seminariet "Bankkrishantering"
Learning in the Digital Era
By Mitchell Stevens, Stanford University
Presentation on 19 April 2013 at the Stockholm School of Economics
Expertsamhället - 17 april 2013
Presentation vid SSE Insights på Handelshögskolan i Stockholm.
Presentatörer: Pernilla Bolander, Staffan Furusten, Frida Pemer, Annika Schilling, Kristina Tamm Hallström, Andreas Werr
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The value of values for sustainable leadership in attracting and retaining talent
- 1. Stewardship Mobility Honesty Inspiration Happiness Independence Freedom Ambition Development Cooperation Responsibility Morale Influence Profit Fair Customers first Family Sustainability Challenges
- 2. The value of values for sustainable leadership -In attracting and retaining talent-
- 3. Meeting the challenges of our future… Sustainability? Built on three dimensions- the economical, the environmental and the social dimension. Recognizes the interdependencies between the three aspects and the need to establish and maintain a dynamic balance between them. Sustainable development? A way of conducting business and ourselves to “meet the needs of the present without compromising the ability of future generations to meet their needs”. Sustainable leadership? ”Sustainable leadership empowers leaders and followers to create lasting local and global value for environment, society, economy and all stakeholders affected by his or hers actions (or non-actions) and the actions of the organization.”
- 4. Why are values relevant? • Competitive labour market • Dependent on your employees as moving into ”thinking society” • Attract and retain talent through differentiation • Key feature of Employer Branding • Forming the core of organizational culture
- 5. Stakeholder s How values arise Through ”engineering” Conversation between actors Institutions Developed by practice Reflect the values of members of the organization (founders/executiv es) Social movements On-going process…
- 6. Congruence Person-organization fit Employee Values Organizati on Values Job satisfaction and commitment Congruent Values Turnover rate
- 7. Stated vs. lived values We say… We do… If not the same betrayed, deceived. Job satisfaction and commitment Turnover rate
- 8. “Companies need to develop effective ways of living their values to attract and retain the next generation of talented individuals.“ - Linda Gratton, Professor at London Business School
- 9. Lead by example You have to live the culture you want to have
- 10. The value of values in a sustainable context is not only relevant in the sense of having them, using them and living them, it is also important what kind of values your company stands for. The values you as a leader implement or ”inherit” should reflect the strive to promote sustainability.
- 11. What values are relevant for Swedish top talents? More and more things are becoming hygiene factors…
- 12. So…what value do values provide? Living your stated values and achieving person-organisation value congruence leads to increased job satisfaction and lower turnover rates. Values can be a competitive advantage when trying to attract talent. By implementing sustainable values, sustainable leaders can provide a behavioural framework that guides the employees in their everyday work decisions and actions. Helps to retain employees by giving them a context and meaning with their job. Values provide a common ground for further developing a sustainable organisation.
- 13. Implications: Strive for congruence between the employee’s and the organisation’s values. Make sure the organisation’s stated and lived values are aligned. Develop effective ways of living your values to attract and retain the next generation of talented individuals. Make sure the values of a new management system correspond with the prevailing organisational values to avoid inefficiencies with two parallel systems running. Leadership will reflect values whether intentional or not. Be aware of what values your leadership are signalling. See values and their implementation in a long-term perspectiveallow it to take time.