Abstract: Changing cultures within organizations has proven very difficult to achieve through top-down mandates and directives alone. However, some companies have succeeded in catalyzing large-scale cultural transformations by taking a different approach - sparking grassroots movements from within. This practitioner research brief examines why movements are more effective than mandates at shifting underlying organizational mindsets and norms in lasting ways. Drawing on theories of self-determination, diffusion of innovations, and lessons from impactful social movements, it explores how leaders can cultivate internal change agents to champion a compelling vision that aligns with employees' intrinsic values and purposes. Case examples from Southwest Airlines and healthcare demonstrate how grassroots pioneering, not administrative edicts, fundamentally reshaped entire industries over time. The brief concludes by advising leaders seeking profound cultural change to empower bottom-up movements rather than attempting to force compliance through top-down mandates.

Abstract: As globalization accelerates the movement of skilled talent internationally, successful repatriation has become a key retention and talent management issue for multinational organizations. This particle examines recent academic research on factors influencing repatriate job satisfaction and makes recommendations for applying findings to facilitate a positive repatriation experience. Drawing on studies exploring repatriate challenges with career support, cultural readjustment, and perceived organizational commitment, the brief identifies best practices such as establishing formal repatriation processes, crafting roles leveraging international experience, providing ongoing mentorship and learning opportunities, and measuring repatriate metrics over time. With a focus on leveraging research insights through structured career management practices, organizations can better capitalize on the expertise gained through international assignments and maintain an engaged community of global leaders.

Abstract: This article examines why competent management is often undervalued within organizations despite its crucial role in driving operations, projects, culture and business results. Through analyzing relevant literature, key reasons for this undervaluation are explored, including perceptions of management as an "expected" task rather than accomplishment, difficulty quantifying management impact, cultural biases favoring technical skills, and lack of formal management development programs. Recommendations are then provided for building a culture where management excellence is properly recognized, such as defining clear competencies, offering training and career pathing, highlighting management as specialized expertise, and incentivizing people manager performance. The brief aims to bring greater awareness and solutions to more accurately valuing the drivers of organizational success.