“was we were really intentional with language. Define what you mean and don't assume because it's an obvious word like innovation or improvement that it means the same to all the constituents that you're managing. So for...”
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“Jill, thanks so much for that great introduction. Can you share a specific example of a time when Brunswick faced a challenge in fostering a culture of continuous improvement?”
“us with the adherence piece with some really cool, great stuff that they're doing on a weekly basis with our colleagues, including their ability to do their blood tests at home, the ability to have the deal with the phar...”
“How have you bridged that gap?”
“country, and that plan is extracted from a very large company, the whole structure needs to change. The cost structure is the same— the same drug that I take every month, is that going to be covered? And all of those thi...”
“I think at the core is connecting your initiatives and your culture to what wins with your customer. So a couple of years ago, we decided to do a Brunswick brand refresh, and we came up with the tagline, Next Never Rests...”
“Ebony, can you walk us through a specific example of how you've built and implemented a people strategy that linked KPIs to measurable impact rather than just activities. What were the key elements that made it successfu...”
“Hey, we're more like a major than we are an independent. So let's use the findings from the survey from the majors to set our pay policy. The very next year, the following year, results from the survey of the independent...”
“the store. So those are the two that really stand out and, you know, that we think about among, you many other KPIs, but if we're doing those two well, it's usually a good leading indicator.”
“route, and they're very strong at solving”
“for ourselves and then help our clients to make those same types of decisions about what's the best thing for them to do or what's the best benefits for them to offer to their colleagues and their family members.”
“both sides of the equation to accomplish what could have been a pretty sticky issue if we had not been careful. But business needs required us to look at the data. And we did, and we learned from and through it.”