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15 results for “organizational building”
...building is important here. We do a lot of team events as a firm. We have a foundation that we started the firm. Before, it was a thing. Now it's a thing. Everyone has a foundation, but everyone participates in the foundation in terms of making grant
29:15 / 30:16
from transcript29:15 – 30:16
...building an organizational structure because those are often the folks that have super creative ideas and a willingness to run through walls. There's a real entrepreneurial quality to that. And I think as team structure forms and develops and as team
33:28 / 34:51
from transcript33:28 – 34:51
...about organizational design when we're maybe the better way to frame it is dirt and gravel and and paved, but early and and sort of mid stage and then when you're larger. What changes that we should be thinking about? So I think there is something th
12:38 / 14:04
from transcript12:38 – 14:04
Not necessarily better, just different. What'd you figure out about what in particular is complex from that simple idea of bringing the people together? It takes a lot of practice. It's natural. I'm gonna go do my own thing, and I'm focused on what I
27:43 / 28:51
from transcript27:43 – 28:51
broken culture and team dynamics and research dynamics that were very, very broken at an organization that were what ended up really hurting the firm in the long term. So I think complexity can be okay. It's something I am much more wary of than when
30:49 / 31:51
from transcript30:49 – 31:51
...is not building physical objects? So instead of just wireframing in a digital environment, for example, you might actually physically draw something out. You might use a big whiteboard. You might put it on construction paper. Right? You might cut it
9:17 / 10:49
from transcript9:17 – 10:49
to be able to get a different set of opinions, and they will give really fantastic advice about how to navigate through the situation and often just how to navigate through the situation and often just another perspective that clicks it in Mhmm. For
12:45 / 13:42
from transcript12:45 – 13:42
You bring in new groups and it particularly in my space, they're coming at it from the mindset of this is how we did it. But now they're part of a 260,000,000,000 organization. It's a very different situation. When you work at a bigger organization,
35:19 / 36:21
from transcript35:19 – 36:21
That's a piece of it. And then thinking about the complexity of what we what they do. Is it something that we can really understand? Is it something that they understand? It's shocking. I think sometimes managers use a lot of jargon when they talk ab
24:50 / 25:51
from transcript24:50 – 25:51
...building. So you have your mission, you have your company values, you translate those into, a company vision and specific team visions that you can act upon. That becomes more tactical with, a specific strategy by department, the principles by which
5:14 / 6:22
from transcript5:14 – 6:22
...to brand building in any organization. And maybe at times, you do that at the expense of the bottom line, whatever that bottom line looks like. I frankly am not sure that, well, a couple of things. One, I think sometimes the best and I feel a little
14:19 / 15:25
from transcript14:19 – 15:25
...in the buildings and the communities, you know, in the world, and meet their needs where they are in the kind of best way possible, the most usable way that just even, like, signing up for a building, it's gonna take you a 100 x less time. You know,
51:46 / 52:46
from transcript51:46 – 52:46
to understand how to better optimize their space. And that could be everything from understanding daylight. You're talking about airflows. We're talking about overall portfolio usage and utilization, which spaces people are coming into. We are absolu
24:42 / 25:47
from transcript24:42 – 25:47
I think a lot of organizations have been built around the fact that the biggest competitor shouldn't be here. So if you're unified and you're collectively sharing that vision, and some of these can be five clients wrapped into one, you gotta go that
27:51 / 28:51
from transcript27:51 – 28:51
...my company building stack? So if you think about what are we trying to do as leaders, both founders, executives, and and revenue leaders, you're trying to translate your company mission into something tangible. And so this is how I think about compan
4:31 / 5:35
from transcript4:31 – 5:35
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