Articles by Michael Dennis Graham

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The Patriots AGAIN? How the “Pats” business, people and rewards strategies drive their success

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In a story starting to seem as old as time, again the Patriots won the Super Bowl, this time against the Atlanta Falcons.  Since the arrival of Head Coach Bill Belichick, the franchise has been on that grand stage seven times, with five wins.  (There were two appearances at the Super Bowl prior to Belichick; both were losses for the Patriots.)  The Patriots have more Super Bowl appearances than any other team.   Although in deference to Pittsburgh fans, the Steelers have more wins with 6 in total.

There are lots of reasons to either like or dislike the Patriots, depending on which “camp” you align yourself with; and one of these reasons apply to both camps. 
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The Wealth & Income Gaps: an In-depth Study

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Catch up on the in-depth discussion pertaining to the Wealth and Income Gaps before our next issue of PSX! Michael Dennis Graham has completed the first three in his series of articles on that subject, with at least one or two more studies to come. In his series he examines the implications of the wealth and income gaps for people and the organizations that employ them.

In his first article, Graham begins his study with a discussion on why these gaps arose, looking at an array of authors, economists, pundits, and politicians to see where they agree and where they disagree.

In his second article – From the Bottom Up – Graham looks at how organizational and governmental changes can help narrow the gaps by improving the circumstances of the nation’s poorest citizens.psx blog

 

In Graham’s third article – From the Top Down – he examines how the wealthiest can help to pay for the needed programs and services (with some changes to tax codes) to bridge the gap.

 

 

Coming up in our next issue of PSX, Graham takes a GLOBAL view to see what changes or situations have helped other countries to narrow the gaps, and how or if those experiences could be used here in the United States.

We encourage you to join the dialogue by posting a comment below. You can access the most recent People Strategy Exchange Magazine – PSX here and can link to any issues you have missed on page 4.

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GE: “Bringing Good Things to Life” in the Board Room

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The Board of Directors is accountable to shareholders and is expected to keep shareholders’ interests in the forefront.  Michael Graham explores why certain boards are resistant when shareholders want to nominate their own directors via proxy access.  
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The Wealth Gap

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This is the first in a series of articles on the subject of the gaps in wealth and income and the implications for people and the organizations that employ them. This month, we will start with a discussion on why it happened, looking at an array of authors, economists, pundits, and politicians to see where they agree and where they disagree.
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Trends in Board Governance

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Should Board Governance Change?

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By Nancy May and Michael Graham

This article, which is an excerpt from a forthcoming book on board governance co-authored by Michael Dennis Graham of Grahall, LLC and Nancy May of BoardBench Companies, LLC is reprinted with permission from the November/December issue of PSX: The Exchange for People Strategy, an eMagazine that brings you cutting edge views and perspectives on all things related to people strategy

Our experience has taught us that a board can have a significant impact on an organization far beyond its governance decisions. So, if board members are selected and elected without considering what they bring in terms of knowledge, experience, and credibility, they could be doing more than just a disservice to the organization and its shareholders.
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Do You Know the Five Essentials of Pay for Performance?

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By David Fisher of Fulcrum Partners and Thomas E. Miller of The VisionLink Advisory Group

This article is reprinted with permission from the November/December issue of PSX: The Exchange for People Strategy, an eMagazine that brings you cutting edge views and perspectives on all things related to people strategy.

As unique as your organization is, it shares certain fundamental objectives with other companies, regardless of whether those companies are within your niche or are highly dissimilar in their service, product, structure or culture. Every organization has goals to meet, stakeholders to satisfy and a strong need to continually attract and retain talent, all of which must be accomplished while carefully maintaining balances of short-term and long-term compensation and variable versus guaranteed reward.
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Digital Relationships: An exercise in saving time or giving up control?

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Are your organizational systems defeating innovation and creativity?  Marvin Smith of Deliberate Synergy provides a framework for assessing your organizational systems to determine if they support or stifle innovation and creative thinking.
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Why Do So Many CEO Compensation and Employment Contracts Go So Wrong?

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Michael Graham examines the challenge of creating a responsible value exchange strategy to attract and retain the right CEO to head a business, while at the same time ensuring this is compatible with the over-all objectives and business strategy of the company.

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The Next Revolution in People Strategy May Not be so Much about People

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The problems of workers finding jobs will be exacerbated by the expansion of cognitive technologies  …thinking robots, if you will. Michael Graham looks at how the cozy synergy between increased automation and worker productivity (resulting in increased wages and job opportunities) seem to have derailed, leaving many workers un-and under-employed and the middle class at risk of obsolescence.


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