Remove Benchmarking Remove Engineering Remove Metrics Remove Talent
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Why CEOs Can’t Dance Redux

Rick Conlow

Because of this, CEOs are leaving a tremendous amount of employee potential talent and contributions on the table. A global IBM study found that 33% of CEOs had engineering degrees and another 15% had finance degrees. CEOs focus on data, facts, figures, and metrics. Yet, their work cultures produce 85% disengaged employees.

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Show report: CX and EX inextricably linked, with empathy as the glue

1 to 1

Youtuber and former NASA engineer Mark Rober illustrated the power of connectivity with a science demonstration, releasing thousands of balloons at once to earn a spot in the Guinness World Book of Records. “We airline in 2022 by the Wall Street Journal , which scores airlines on seven operations and customer metrics. “We

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How to Assess Entry-Level Product Manger Positions

Tom Spencer

There is no clear benchmark for which category a given company falls into. An understated metric for assessing whether you want to work on a team is determining the level of investment the company is making in that team. Career mobility will be higher, since these markets tend to be more competitive in the hunt for good product talent.

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The Case Against Pay Transparency

Harvard Business

Some years ago I asked a group of 700 engineers from two large Silicon Valley companies to assess their performance relative to their peers. As a result, some of these Harvard employees earned in excess of $30 million in yearly pay, due to performance that was truly exceptional against industry benchmarks. The results were startling.