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14 results for “corporate life”
...is the corporate culture of Silicon Valley? What is the corporate culture of the big banks, etcetera?
50:07 / 51:16
from transcript50:07 – 51:16
...cultures? It's a whole range of things. It comes from the top. When you take over a company, it takes a long time to change, at least five years, probably five to ten years to make a difference. And it's called corporate culture for a reason. Right?
16:25 / 17:52
from transcript16:25 – 17:52
...culture. You know, there's a term, and it's just like, what do you wanna do? How do you wanna behave with each other? I mean, we don't have to even use the word coffeiculture in any relationship. If you have a marriage, if you have friendships, if yo
50:56 / 52:12
from transcript50:56 – 52:12
...part of corporate missions. As you talk to business leaders, what do you find is effective in helping them understand their broader responsibilities to stakeholders? Daniel Goleman (3zero 30 It's an interesting question, Jeff. Couple of years ago, th
28:28 / 29:31
from transcript28:28 – 29:31
...have been a a key part of corporate missions.
27:42 / 28:51
from transcript27:42 – 28:51
It's a I think it's more of an individualistic profession. You know, you're the guy trading a particular kind of security. Just you and your screen. Like, Joe likes it. Screen. Look. You spend a lot of time at the screen, and you also are tied to the
14:13 / 15:20
from transcript14:13 – 15:20
...life expectancy is falling in The US, and we know that there's something wrong because we're seeing a flattening out of global health improvements. So we know there's a problem. Yeah. I think it's also important to note that this notion that it is fi
23:16 / 24:18
from transcript23:16 – 24:18
Last year in our profit sharing program, we increased the formula for everyone as well. We try to share the wealth amongst as many people as we possibly can. If you come and work at Capital Group for the entirety of your career, we generally have ben
23:37 / 25:48
from transcript23:37 – 25:48
at something called the business roundtable, which I didn't know was a thing. It's not like a governing body of any sort, but it's, like, up 200 of the fortune, I don't know, 1,000 CEOs that get together and make proclamations. And, one such proclama
1:45:45 / 1:46:49
from transcript1:45:45 – 1:46:49
And importantly, we focus on interest coverage. Because at the end of the day, companies can remain insolvent for a long time, but my first boss on Wall Street used to say nothing so focuses the mind like a coupon payment. And that is very true. When
6:45 / 7:47
from transcript6:45 – 7:47
tenure, if you think of the company as a whole, where a full time CEO is able to manage a complex global business and work with the senior partners and work with management committee can do all of the above. So I don't think there was anything necess
28:21 / 29:33
from transcript28:21 – 29:33
...of work life balance? I'm not sure it's better. I mean, I I feel that look. That story is true because I always felt like, especially in the firm's early years, I played a pretty central role even before I was the CEO because Bob Greenhill was the gu
48:42 / 49:45
from transcript48:42 – 49:45
...corporate culture. They wanna talk about what makes this organization tick. How can we pull away from the rest of the guys? That's what they wanna focus in on. But do you think even normal analysts spend any time on it? Of course not. What are the ty
16:58 / 18:34
from transcript16:58 – 18:34
...exposure, real life exposure, reputation exposure, and her first thought was about the safety of her people, the safety of her creators. And so I think that, you know, corporate America being a target, it's not new, but I think we've seen shifts. And
24:00 / 25:03
from transcript24:00 – 25:03
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