Corporate Organisations Quotes

Be creative while inventing ideas, but be disciplined while implementing them.

Without doubt, there’s a greater proportion of psychopathic big-hitters in the corporate world than there are in the general population. You’ll find them in any organisation where your position and status afford you power and control over others, and the chance of material gain.

When we speak of confronting Empire, we need to identify what Empire means. Does it mean the US government (and its European satellites), the World Bank, the International Monetary Fund, the World Trade Organisation (WTO), and multinational corporations? Or is it something more than that?

The reason why employee relations have lost its sheen in aiding productivity, is to be searched for , within the doors of your corporate structure , i.e. your human resource department.

We now live in a time when PEOPLE and profits must become equally valuable in the corporate leaders Mindset. Rethink your Leadership Culture to become a conscious, high performance organisation

In other words, the digital party is the translation of the business model and organisational innovation of digital corporations to the political arena and their application to the idealistic project of the construction of a new democracy in digital times.

Sonia Gandhi and her son play an important part in all of this. Their job is to run the Department of Compassion and Charisma and to win elections. They are allowed to make (and also to take credit for) decisions which appear progressive but are actually tactical and symbolic, meant to take the edge off popular anger and allow the big ship to keep on rolling. (The best example of this is the rally that was organised for Rahul Gandhi to claim victory for the cancellation of Vedanta’s permission to mine Niyamgiri for bauxite—a battle that the Dongria Kondh tribe and a coalition of activists, local as well as international, have been fighting for years. At the rally, Rahul Gandhi announced that he was “a soldier for the tribal people”. He didn’t mention that the economic policies of his party are predicated on the mass displacement of tribal people. Or that every other bauxite “giri”—hill—in the neighbourhood was having the hell mined out of it, while this “soldier for the tribal people” looked away. Rahul Gandhi may be a decent man. But for him to go around talking about the two Indias—the “Rich India” and the “Poor India”—as though the party he represents has nothing to do with it, is an insult to everybody’s intelligence, including his own.) The division of labour between politicians who have a mass base and win elections, and those who actually run the country but either do not need to (judges and bureaucrats) or have been freed of the constraint of winning elections (like the prime minister) is a brilliant subversion of democratic practice. To imagine that Sonia and Rahul Gandhi are in charge of the government would be a mistake. The real power has passed into the hands of a coven of oligarchs—judges, bureaucrats and politicians. They in turn are run like prize race-horses by the few corporations who more or less own everything in the country. They may belong to different political parties and put up a great show of being political rivals, but that’s just subterfuge for public consumption. The only real rivalry is the business rivalry between corporations.

the planned destruction of Iraq’s agriculture is not widely known. Modern Iraq is part of the ‘fertile crescent’ of Mesopotamia where man first domesticated wheat between 8,000 and 13,000 years ago, and home to several thousand varieties of local wheat. As soon as the US took over Iraq, it became clear its interests were not limited to oil. In 2004, Paul Bremer, the then military head of the Provisional Authority imposed as many as a hundred laws which made short work of Iraq’s sovereignty. The most crippling for the people and the economy of Iraq was Order 81 which deals, among other things, with plant varieties and patents. The goal was brutally clear-cut and sweeping — to wipe out Iraq’s traditional, sustainable agriculture and replace it with oil-chemical-genetically-modified-seed-based industrial agriculture. There was no public or parliamentary debate for the conquered people who never sought war. The conquerors made unilateral changes in Iraq’s 1970 patent law: henceforth, plant forms could be patented — which was never allowed before — while genetically-modified organisms were to be introduced. Farmers were strictly banned from saving their own seeds: this, in a country where, according to the Food and Agriculture Organisation, 97 per cent of Iraqi farmers planted only their own saved seeds. With a single stroke of the pen, Iraq’s agriculture was axed, while Order 81 facilitated the introduction and domination of imported, high-priced corporate seeds, mainly from the US — which neither reproduce, nor give yields without their prescribed chemical fertiliser and pesticide inputs. It meant that the majority of farmers who had never spent money on seed and inputs that came free from nature, would henceforth have to heavily invest in corporate inputs and equipment — or go into debt to obtain them, or accept lowered profits, or give up farming altogether.

We saw the British as an outdated Imperial force, organised by freemasons, who sought to turn the clock back one hundred years to the days when their word was the law around the world. Why should they be entitled to install their freemason puppet, De Gaulle, in France, to rule as a proxy? The Vichy government had three consistent points in its propaganda regarding the threats to the French people: these were De Gaulle, freemasonry and communism. As for the American state, we perceived that as controlled by the forces of international finance and banking, who wished to abolish national governments and have the world run by banks and corporations.

It is overlooked, perhaps forgotten, by almost everyone today that we were there to defend Europe against the multiple threats represented by the Allies. We saw the British as an outdated Imperial force, organised by freemasons, who sought to turn the clock back one hundred years to the days when their word was the law around the world. Why should they be entitled to install their freemason puppet, De Gaulle, in France, to rule as a proxy? The Vichy government had three consistent points in its propaganda regarding the threats to the French people: these were De Gaulle, freemasonry and communism. As for the American state, we perceived that as controlled by the forces of international finance and banking, who wished to abolish national governments and have the world run by banks and corporations.

Here we immediately face the danger of slipping into another but equally untenable romanticism, namely a call for humans to be humble and come to terms with or appreciate their finitude. The acknowledgement of the inherent lack of unity in the metabolism of humans and the rest of nature should not lead us to conceive of humans as fragile, vulnerable and ontologically homeless creatures destined to remain caught in opaque mediations. Such a way of thinking amounts to a secularisation of the religious demand for humans to display their submissiveness and obedience to God. One finds examples of this in existentialist philosophies of the Heideggerian variant or in Arnold Gehlen's conservative philosophical anthropology, according to which the natural incompleteness of human beings justify the call for stable social institutions (i.e., the shepherd-God is replaced with the shepherd-State). The key to avoid such an ideology of finitude is to recall that it is the very fragility and porosity of the human metabolism which has made humans so evolutionarily successful. Human corporeal organisation is the source of an immense flexibility and has enabled this animal to "break out of a narrow ecological niche". Far from being the sign of an inherent finitude of the human being, the loss of immediacy at the centre of its being is rather a sign of its infinity in the sense that it enables humans to socially mediate their relation to the rest of nature in an infinite number of ways.

In all these battles the Labour right has enormous reserves of political power. The Parliamentary Labour Party is overwhelmingly hostile to Jeremy Corbyn. Of the 232 Labour MPs no more than 20 can be relied on to back him. Back bench revolts, leaks, and public attacks by MPs opposed to the leadership are likely to be frequent. Some Labour left wingers hope that the patronage that comes with the leader’s position will appeal to the careerism of the right and centre MPs to provide Jeremy with the support he lacks. No doubt this will have some effect, but it will be limited. For a start it’s a mistake to think that all right wingers are venal. Some are. But some believe in their ideas as sincerely as left wingers believe in theirs. More importantly, the leading figures of the Labour right should not be seen as simply part of the Labour movement. They are also, and this is where their loyalty lies, embedded in the British political establishment. Commentators often talk as if the sociological dividing line in British politics lies between the establishment (the heads of corporations, military, police, civil service, the media, Tory and Liberal parties, etc, etc) on the one hand, and the Labour Party as a whole, the unions and the left on the other. But this is not the case. The dividing line actually runs through the middle of the Labour Party, between its right wing leaders and the left and the bulk of the working class members. From Ramsey MacDonald (who started on the left of the party) splitting Labour and joining the Tory government in 1931, to the Labour ‘Gang of Four’ splitting the party to form the SDP in 1981, to Neil Kinnock’s refusal to support the 1984-85 Miners Strike, to Blair and Mandelson’s neo-conservative foreign policy and neoliberal economic policy, the main figures of the Labour right have always put their establishment loyalties first and their Labour Party membership second. They do not need Jeremy Corbyn to prefer Cabinet places on them because they will be rewarded with company directorships and places in the Lords by the establishment. Corbyn is seen as a threat to the establishment and the Labour right will react, as they have always done, to eliminate this threat. And because the Labour right are part of the establishment they will not be acting alone. Even if they were a minority in the PLP, as the SDP founders were, their power would be enormously amplified by the rest of the establishment. In fact the Labour right today is much more powerful than the SDP, and so the amplified dissonance from the right will be even greater. This is why the argument that a Corbyn leadership must compromise with the right in the name of unity is so mistaken. The Labour right are only interested in unity on their terms. If they can’t get it they will fight until they win. If they can’t win they would rather split the party than unite with the left on the left’s terms. When Leon Trotsky analysed the defeat of the 1926 General Strike it was the operation of this kind of ‘unity’ which he saw as critical in giving the right the ability to disorganise the left. The collapse of the strike came, argued Trotsky, when the government put pressure on the right wing of the Labour movement, who put pressure on the left wing of the movement, who put pressure on the Minority Movement (an alliance of the Labour left and the Communist Party). And the Minority Movement put pressure on the CP…and thus the whole movement collapsed. To this day this is the way in which the establishment transmits pressure through the labour movement. The only effective antidote is political and organisational independence on the far left so that it is capable of mobilising beyond the ranks of the Labour Party and trade union bureaucracy. This then provides a counter-power pushing in the opposite direction that can be more powerful than the pressure from the right.

You’ll also note a chronology to the theories, with later ones tending to supersede earlier ones. It is not, however, an exact timeline; bits and pieces of various theories still hold sway among current thinkers and some older ideas, such as trait theory, have resurfaced with renewed vigour in the light of modern science (genetic studies show that some traits associated with leaders, such as intelligence and extroversion, are highly heritable). One consequence of the chronological approach is that earlier leadership studies tend to focus on political and military figures, whereas the rise of corporate culture in the twentieth century shifts the focus of later theories to leadership in the workplace (which can be termed organisational, management or business psychology). In the corporate sphere, ‘leaders’ and ‘followers’ become ‘managers’ and ‘employees’ or ‘subordinates’.

Most organisations, when they would dream of the exaltations of the present, roll their eyes backward. The International Business Machines Corporation has beheld no past so golden as the present. The face of Providence is shining upon it, and clouds are parted to make way for it. Marching onward as to war, it has skirted the slough of depression and averted the quicksands of false booms. Save for a few lulls that may be described as breathing spells, its growth has been strong and steady. From a report in Fortune magazine, 1940

Every organisation faces challenges, but few seize to perform, not due to any shortage of funds, technology or knowledge, but due to the fact that people in such organisations do not use their creativity to explore innovative solution for their challenges.

Memory is only the preservation of a synthesis previously made; it is plain that memory will not exist when the synthesis has not yet been effected or when it is but half effected and remains unstable and fragile. It is said that memory is a corporeal function, that remembrances have in some sort got into the organism: no doubt, yet they must have become organised. To establish remembrances, to create habits, is one of the prerogatives of mental activity.

Not every risk-taker is a breaker of rules. Not every entrepreneur is a maverick unable to function in a corporate system. Many entrepreneurs – Guy Hands, for example, who set up Terra Firma – state the advantages of the support given by an organisation combined with the freedom to express yourself.

It's important that the director, CEO, or even the head of a department keep notes of people who are productive. People who are sincere, dedicated, and committed are essential in every company. Such people are the pillars of any organisation. While it's good to keep mental notes of the staff's performance, it would be best if these could be written down for future reference.

Shearwater TSCM specialises in the design, manufacture and training for integrated counter surveillance solutions. Our clients include government, military organisations, police, larger corporations and professional sweep teams. Shearwater's equipment is deployed around the world. The close relationship the company has with it's clients, through training and feedback from field operations, ensures that ongoing development focuses on leading edge, maintaining a 'Defence in Breadth' philosophy.

Over the past thirty years the orthodox view that the maximisation of shareholder value would lead to the strongest economic performance has come to dominate business theory and practice, in the US and UK in particular.42 But for most of capitalism’s history, and in many other countries, firms have not been organised primarily as vehicles for the short-term profit maximisation of footloose shareholders and the remuneration of their senior executives. Companies in Germany, Scandinavia and Japan, for example, are structured both in company law and corporate culture as institutions accountable to a wider set of stakeholders, including their employees, with long-term production and profitability their primary mission. They are equally capitalist, but their behaviour is different. Firms with this kind of model typically invest more in innovation than their counterparts focused on short-term shareholder value maximisation; their executives are paid smaller multiples of their average employees’ salaries; they tend to retain for investment a greater share of earnings relative to the payment of dividends; and their shares are held on average for longer by their owners. And the evidence suggests that while their short-term profitability may (in some cases) be lower, over the long term they tend to generate stronger growth.43 For public policy, this makes attention to corporate ownership, governance and managerial incentive structures a crucial field for the improvement of economic performance. In short, markets are not idealised abstractions, but concrete and differentiated outcomes arising from different circumstances.

This is mainstream sexual violence activism in a capitalist context. We ‘invest’ our trauma in networked media markets, to generate outrage and the visibility we need to further our cause. Cynical media corporations exploit this outrage, building visibility for their brands through clicks, likes and shares by encouraging audiences to consume our pain. Meanwhile the threat of damage, through widespread outrage, to the brands of exposed institutions and organisations leads to a purging of ‘bad men’ from high-profile sectors. These individuals may well move on to start all over again, while dysfunctional systems are left intact. Although this is not our intention, this seems more like NIMBYism to me than radical political action. Although this is not our intention, I’m afraid this is the ‘Me, Not You’ of political whiteness.

Chanakya says that activity is the root of wealth. An organisation without active strategies, constant information flows, and regular reports cannot sustain itself.

The employees are primarily concerned with their salaries. An attitude of complacency can crop up if a regular and vigilant check is not kept on them. The reason is quite obvious. The human mind is very unpredictable. No organisation can reach its goal without a continuous push and pull system.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Uncomplicated Systems Of giftcity - A Background The sort of present you give can have an enduring impression on the receiver. Gift will make a person feel special so it is important that when selecting a gift, you must always keep the receiver in mind. Gift has the power to keep up it for a long time and to develop relationship that is powerful. Particularly in the corporate world, a a happy customer or a partner that is satisfied can have an enormous impact on the business. Thus, when picking corporate gift, one must be attentive and be diplomatic as well. Firms organises occasions and events to market their services and products. During such occasions, corporate gifts Singapore can play an enormous part in attracting more customers and keep up the old ones. Companies can emboss the presents reach to more individuals and they give away to further their advertisement with company emblems. Inexpensive gift item like pencils mugs bags etc are perfect for such giveaways they not only promote the company but also bring more customers company may also organize Corporate Gifting such as jewellery branded goods electronics and gadgets etc for significant occasions giveaways to high achievers for the company or business associates. Some of the things proposed by Giftcitysingapore are leather goods, branded wristwatches, kitchenwares, gadgets and electronic good etc are perfect for corporate gifts. Such expensive items can be given on particular company's occasion and occasions. Depending on the occasion and recipients corporate gifts can be chosen. One should also keep in your mind not to tarnish the company's persona with affordable presents for special occasions when choosing corporate gifts. Latest gadgets and electronic devices makes wonderful gifts for family members and friends, the exact same thought can be used on corporate gift ideas. Everyone will appreciate being gifted with the most recent gadget in the industry. Present city website has also implied that electronic devices and gadgets are perfect corporate gifts. Gadgets and electronic devices even have practical use consequently most firms regularly give away such expensive gifts to valued employees and clients.

Who has the Problem? Jewish media mogul Robert Maxwell, one of the most grotesque robber barons in recent British history, liked to say that someone who owed the bank a million pounds had a serious problem, but if the same person owed the bank a billion pounds then it was the bank that had the serious problem. This insane ideology was adapted by the banks themselves. A bank with a debt of a hundred billion dollars has a problem and could be declared insolvent by the markets and State. A bank with a debt of a trillion dollars could make the State insolvent, so it’s the State that now has the problem. Banks made themselves so big and made the State (and global) economy so dependent on them that, if they failed, the whole economy would fail. So, they were all tacitly underwritten by the State, and State bailouts were therefore inevitable in the financial meltdown of 2008. The question is why any State allowed any financial institution to become “too big to fail” and thus a direct threat to the stability of the State. No sane State would ever allow itself to be controlled and blackmailed by an entity over which it has no say and no control. The fact that States did allow this to happen proves that unelected, unaccountable “free markets” (i.e. corporations, banks and the super rich) are running nations, and not their democratically elected politicians. Governments are puppet institutions and the puppetmasters are never up for election. Any sane government would have a specific department of State whose specific purpose was to prevent any bank or corporation becoming too big to fail, or any organisation or individual becoming too rich and too powerful.

A CHARTER FOR LIFE ON EARTH Listed in Alphabetical Order Right Action: Join and support organisations and political parties dedicated to the welfare of the Earth. Dissent skilfully about war, environmental destruction, economic targets and corruption in governments and corporations affecting the lives of people and animals. Dissent about harm and destruction of natural resources, land, water, and air. Engage in ethical investments and support worthwhile projects. Support and develop, as fully as possible, spirituality, religion, arts, science and philosophies that support the Earth and all its occupants. Right Conservation: Save energy. Use less oil. Conserve water. Wear more clothes at home and work out to keep warm rather than turning up the heating. Examine every area of your home and the rest of your life to see where you can save energy. Apply the principles of conservation to every area of your life. Campaign for switching off lights and energy at night in government and business offices, large and small.

Every employee irrespective of the department he belongs to should make a financial contribution justifying the remuneration paid by his organisation.

Republicans too have seen the influence of money from China. Since 2015, Kentucky Senator Mitch McConnell has been Senate majority leader and the most powerful man in Washington after the president. Once a hardliner, in the 1990s he became a noted China dove (although in 2019, in a likely instance of ‘big help with a little badmouth’, he voiced support for Hong Kong protesters37). In 1993 he married the daughter of one of his donors, Chinese-American businessman James Chao. Elaine Chao went on to serve as secretary of labor under President George W. Bush and in 2017 was sworn in as President Trump’s transportation secretary. She wasted no time organising a trip to China that included meetings between members of her family and Chinese government officials, a plan that was spiked only when the State Department raised ethical concerns.38 James Chao has excellent guanxi—connections—in China, including his classmate Jiang Zemin, the powerful former president of China. Chao became rich through his shipping company, Foremost Group, which flourished due to its close association with the state-owned behemoth the China State Shipbuilding Corporation. McConnell, after his marriage to Chao’s daughter, was courted by the highest CCP leaders, and his in-laws were soon doing deals with Chinese government corporations.

Organisational Culture is the generalised mindset that guides your people to live out the company purpose. It strongly influences how your people deliver on your brand promise to internal and external customers. Because of this impact, a clear understanding of your corporate culture is vital, as it's your performance booster, or limiter, in servicing your clients.

Organisations and teams can only be as amazing as the Human Beings that are part of them.

Ever since the Industrial Revolution, [Thomas Hylland Eriksen] said, our economies have been built around a new and radical idea - economic growth. This is the belief that every year, the economy - and each individual company in it - should get bigger and bigger. That's how we now define success. If a country's economy grows, its politicians are likely to get reelected. ...If a country or a company's share price shrinks, politicians or CEOs face a greater risk of being booted out. Economic growth is the central organising principle of our society. It is at the heart of how we see the world. Thomas explained that growth can happen in one of two ways. The first is that a corporation can find new markets - by inventing something new, or exporting something to a part of the world that doesn't have it yet. The second is that a corporation can persuade existing consumers to consume more. If you can get people to eat more, or to sleep less, then you have found a source of economic growth. Mostly, he believes, we achieve growth today primarily through this second option. Corporations are constantly finding ways to cram more stuff into the same amount of time. To give one example: they want you to watch TV and follow the show on social media. Then you see twice as many ads. This inevitably speeds up life. If the economy has to grow every year, in the absence of new markets it has to get you and me to do more in the same amount of time. As I read Thomas' work more deeply, I realised this is one of the crucial reasons why life has accelerated every decade since the 1880s: we are living in an economic machine that requires greater speed to keep going - and that inevitably degrades our attention over time. If fact, when I reflected on it, this need for economic growth seemed to be the underlying force that was driving so many of the causes of poor attention that I had learned about - our increasing stress, our swelling work hours, our more invasive technologies, our lack of sleep, our bad diets.

As their personal connections to a geographical community shrink, so people look to work to compensate; volunteer schemes organised through the workplace and corporate social responsibility programmes become a substitute. Putnam quotes one commentator's conclusion: 'As more Americans spend more of their time "at work", work gradually becomes less of a one-dimensional activity and assumes more of the concerns and activities of both private (family) and public (social and political) life. It is the corporation which hands out advice on toddler pottytraining and childcare, offers parenthood classes and sets up a reading support programme in a local school - all of which exist in British corporations – rather than the social networks of family, friends and neighbours. This amounts to a form of corporate neopaternalism which binds the employee ever tighter into a suffocating embrace, underpinning the kind of invasive management techniques described in Chapter 4.

A report in the peer-reviewed journal Public Health Nutrition showed that the organisation accepted more than $4 million from food companies and industry associations, including Coca-Cola, PepsiCo, Nestlé, Hershey, Kellogg’s and Conagra.39 And this was just between 2011 and 2017. In addition, they had significant equity in UPF companies including more than a million dollars of stocks in PepsiCo, Nestlé and J.M. Smucker.40 Meanwhile, back across the Atlantic, Diabetes UK lists Boots, Tesco and Abbott as corporate partners.41 Cancer Research UK is funded by Compass, Roadchef, Slimming World, Tesco and Warburtons.42 The British Heart Foundation takes money from Tesco.43 The British Dietetic Association has Abbott, Danone and Quorn as its current strategic partners, with other food companies as supporters.44 The

a bottle of champagne after establishing that she does indeed want bubbles. I’ll let her enjoy a glass before I bring up the topic I know will raise a flush to the surface of that slim, golden neck. But she beats me to it, in a roundabout way, when she asks me what I actually do for a living. ‘I know about one bit, obviously.’ She looks down at her glass. ‘But I’m sure Mummy told me you were in finance.’ ‘Yeah. I definitely didn’t tell your mum I owned a sex club,’ I deadpan, and she giggles. ‘So what else do you do?’ ‘I started out in M&A. Worked my arse off. Learnt how to model a company from scratch. Then I went to a hedge fund for a while. Ran some long-short funds.’ I take a sip of champagne. ‘A few years ago, I left with some mates and we struck out on our own. Now we run our own money and we provide leverage for other people who want to do the same.’ She scrunches up her nose. ‘You mean you lend them money?’ ‘Exactly. So they can take riskier positions. We also provide their infrastructure. Trading systems. Compliance. That sort of thing.’ ‘And what do you trade?’ ‘A bit of everything. The way my mates and I have organised things, everyone has their own expertise. Mine’s equity and corporate debt. That’s what I learnt in M&A. Some of the others

Ensure that the cash flow into the organisation is regular and long-term. Outstandings have to be reduced. Collections from customers should be in time. A good banking and accounting system should be in place. Monitor finance reports regularly to keep an eye on these.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

Zia enhanced the army’s stake in the corporate sector significantly. The Fauji Foundation, a corporate organisation run by the army, was expanded considerably during his tenure. It became one of the largest corporate groups in Pakistan.

Many organizations, oblivious that good work culture has the propensity to propel the organization to the next well, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.

It is said that memory is a corporeal function, that remembrances have in some sort got into the organism: no doubt, yet they must have become organised.

Management is all about focusing on how to take your organisation forward.

Organisations that are consistently successful have strong systems and a framework to enforce those systems. In the course of our corporate sessions we often ask people, and the larger teams they represent, what their one per cent things are and how much time they spend practicing working on them. Doing the one per cent things is a sign of humility, while on the other hand ignoring them would be a mark of arrogance. It is also a great indicator of work ethic, the one factor more than any other that contributes to winning consistently. I fear not the man who practiced 10,000 kicks once. I fear the man who practiced one kick 10,000 times. —Bruce Lee

Employee Engagement is such a complicated corporate challenge of recent years, that it has turned decades old corporate belief "any can hold portfolio of Human Resource Manager" into myth.

Employee Engagement becoming key global corporate challenge has turned long-time belief, among Promoters & Top Management that we know our employees best, into myth

A good leader knows that only committed employees run an organisation. They also are aware of the fact that only satisfied customers bring good business.

Pulling out something surprising about the topic or disagreeing with conventional wisdom. E.g. Why improving your selling skills will lose you sales. Adding some form of quantification or ranking. E.g. The top 3 reasons you’re losing sales. In this case curiosity is aroused because subscribers want to find out what you think are the top 3 reasons and whether they agree with what they’d have picked. Harnessing an emotion. E.g. 7 ways big corporates try to stop you succeeding. In this case tapping in to potential anger and suspicion about large corporates. Linking the topic to something unexpected. E.g. What Jeremy Clarkson taught me about marketing. The curiosity is in wanting to know what a TV celebrity could know about a topic they’re not usually associated with. Hooking in to news and current affairs. E.g. How to achieve Olympic performance in your organisation. Health warning: these can often go stale fast, especially if lots of people make the same analogies. If you’re linking to the news, try to make it a less common story. Name drop a known expert in your field. E.g. David Ogilvy’s best performing adverts. People are curious to see behind the scenes of what a well-known industry expert thinks and does. Admit your mistakes. E.g. My WORST sales meeting ever. A mixture of wanting to know what to avoid themselves and a little schadenfreude at hearing what you did wrong means these emails often get a very high open rate.

I had found that universities were no different from any other large organisation; the same timid conformity, the same stifling bureaucracy, was equally present in those supposed temples of creative thought and free expression as in the most faceless corporation.

Employee Engagement has turned Corporate Promoters & Top Management's long standing belief that they know their employee's in & out as Myth

In the nineteenth century the global economy was worth a little more than $1 trillion, in today’s money. That means each year capital needed to find new investments worth about $30 billion – a significant sum. This required a huge effort on the part of capital, including the colonial expansion that characterised the nineteenth century. Today the global economy is worth over $80 trillion, so to maintain an acceptable rate of growth capital needs to find outlets for new investments worth another $2.5 trillion next year. That’s the size of the entire British economy – one of the biggest in the world. Somehow we have to add the equivalent of another British economy next year, on top of what we are already doing, and then add even more than that the following year, and so on. Where can this quantity of growth possibly be found? The pressures become enormous. It’s what is driving the pharmaceutical companies behind the opioid crisis in the United States; the beef companies that are burning down the Amazon; the arms companies that lobby against gun control; the oil companies that bankroll climate denialism; and the retail firms that are invading our lives with ever-more sophisticated advertising techniques to get us to buy things we don’t actually want. These are not ‘bad apples’ – they are obeying the iron law of capital. Over the past 500 years, an entire infrastructure has been created to facilitate the expansion of capital: limited liability, corporate personhood, stock markets, shareholder value rules, fractional reserve banking, credit ratings – we live in a world that’s increasingly organised around the imperatives of accumulation.