Culture vulture

The Bush House Telegraph
News and views from the Deloitte Center for Strategic Leadership, Bush House, London

It’s summer, and, last week, after the driest and warmest spring on record, the heavens opened on London. Yes, in time-honored tradition, it was sunshine and showers for the first week of Wimbledon—an annual ritual in the culture of the British.

“Flaming June,” it seems, came early; and April showers have come late.

To some, this kind of seasonal topsy-turvyness is evidence of the calamities awaiting the planet. But I’m not here to discuss what climate change means for a once temperate mid-latitudinous country like the UK—worthwhile though that would be. It’s not a meteorological hot spot I want to talk to you about today. It’s the one in the office.

Why are some organizations “hot houses” for ideas and innovation and others the equivalent of a steppe in winter? Why do some teams “grow” and others die? What separates a high-energy organization from a moribund one?

The Deloitte21 Challenge: Innovating to change lives

As you may have read in Julie Engerran’s recent blog post, Deloitte21 represents a far-reaching commitment by Deloitte member firms to change the lives of thousands of underserved young people across the globe. Through Deloitte21, Deloitte leaders and professionals contribute their time and expertise to nonprofit programs that provide access to the education and skills necessary for success in the 21st-century economy.