Tag: culture

First Drive: 2017 Chevrolet Camaro 1LE #road #test, #automotive #reviews, #brembo #spa, #cars #and

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First Drive: 2017 Chevrolet Camaro 1LE

Chevrolet started working on variations of the 1LE in 1988, to improve the then third-generation Camaro’s racetrack handling, for events like the Player’s Challenge Series, which ran from 1986 to 1992. Race teams had asked the folks at Chevy to improve the car, and they in turn installed larger calipers from the Caprice, and bolted on Corvette rotors and suspension components, among a few other handling-enhancing items. Thus the 1LE was born, and by 1989 it was available through Chevy dealers.

The company followed up with a 1LE package for the fourth-generation Camaro throughout the 1990s, installing Koni shocks and further enhancing its handling. The fifth-generation Camaro 1LE was introduced in 2010 and was criticized for its excessive understeer, which prompted Chevy engineers to retort two years later by introducing the highest-performance Camaro to date, the 580-hp ZL1, which borrowed parts heavily from the Corvette ZR1.

2017 Chevrolet Camaro SS 1LE

The Camaro 1LE returns for 2017, though there’s a new twist to this track-ready muscle car: For the first time since its introduction, there will be a V6-powered 1LE available alongside the traditional V8 model. The 1LE package is available with the 1LS and 2LS 3.6-litre V6 models, and with the 1SS V8 model. If you’re averse to using both feet when driving, though, you’ll be disappointed to learn that the 1LE is available only with a manual gearbox — everyone else can rejoice! The six-speed manual is operated conventionally in the V6, while the V8-powered SS incorporates no-lift shift (permits full-throttle, clutch-less gear changes) and rev-matching functions (automatic throttle blips on downshifts).

Externally there are a couple of styling cues giving away the 1LE’s enhanced handling package, including the addition of a front splitter and rear spoiler, and matte-black hood wrap, though the SS 1LE has hood vents, hinting at its more muscular powerplant beneath. The V6 and the SS roll on 20-inch wheels, though the latter uses 1.5-inch wider wheels (9.5 in. front; 11 in. rear) and also rolls on stickier Goodyear Eagle F1 Supercar tires, as opposed to the V6’s run-flats.

The SS 1LE uses a 455-horsepower/455-lb.-ft. 6.2-litre V8, while the V6 model produces 335 hp and 284 lb.-ft. The engines in the 1LE models are identical in spec to the non-1LE cars; the differences are hidden within the undercarriage.

The V6 1LE utilizes front suspension components from the Camaro SS, with performance-tuned shocks all around. It also uses a mechanical limited-slip differential with a shorter ratio than the standard V6, and it’s equipped with four-piston Brembo calipers up front.

The SS 1LE gets its chassis components from the Camaro ZL1, including the adjustable FE4 Magnetic Ride suspension, six-piston calipers and larger discs up front, and four-piston calipers in the rear. An electronically controlled limited-slip differential is also part of its standard equipment. To keep you planted firmly due to the added grip of its wider, stickier tires, it also has form-fitting Recaro front seats.

To prolong lapping sessions, both cars are equipped with engine, transmission and differential oil coolers, and both cars have dual-mode exhaust systems. There’s a very short list of available options: The Recaro seats are an extra-cost option on the V6 1LE, and you can add a performance data recorder to either car, which records lapping info and also has an on-board camera to record your track sessions.

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Our lapping session begins in a V6 model, though we alternate through both models throughout the day. Although we’re granted only seven laps per session, the track measures 3.8 kilometres around and has 11 turns, providing ample opportunity to tax both cars’ handling. Both cars were set to Track mode (three modes in the V6, four, including Race Mode, in the SS), which loosens up the electronic safety net enough to get sideways without going all the way around.

The V6 has a bit more understeer than the SS, partially due to its less grippy tires, but also because its suspension is a bit softer and induces a bit more body roll, though both cars feel remarkably tight through corners. Steering effort is lighter in the V6, and due to the lower terminal speeds at the end of the straights, it requires you try to carry more momentum into and through corners for quick laps. It’s also more difficult to make up lost ground if you make a mistake.

The SS, on the other hand, requires more focus to drive, as this one will sink you into the driver’s seat at corner exit. It steers quicker and responds more faithfully to driver input, and is almost completely void of understeer — if you want to push the front through corners, you have to do it deliberately, otherwise it steers exactly where it is pointed. It’s also considerably faster; the only car making the passes during the lapping sessions, almost regardless of who’s behind the wheel, is the SS. Its larger brakes are more responsive and the pedal is firmer, though both cars maintained the same brake feel from the first lap to the last.

Despite sharing platforms, the two 1LE models are completely different in character. The Camaro V6 1LE is the more affordable option, and can be regarded as more of a street car that you can take to the track. And you can easily improve on its racetrack performance by installing stickier tires. The Camaro SS 1LE is more of a track car that you can drive on the street. It’s faster, louder, and stiffer, and, of course, it has that luscious roar lacking in the V6 model.

The 1LE package adds $5,195 over the base $29,295 V6, while the SS 1LE package adds $7,495 over the SS base price of $43,200.





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Boston Business Journal: The importance of workplace culture #business #technology

#boston business journal

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The importance of workplace culture

​The importance of workplace culture

An employer’s perspective, as shared by William K. Bacic. New England managing partner, Deloitte LLP

It’s no secret that workplace culture has become one of 2016’s hottest topics for business leaders. Research shows that workplace culture drives not only behavior, but also plays a major role in innovation, and customer service. In terms of specific numbers, 82 percent of the respondents to the Deloitte Global Human Capital Trends 2016 survey believe that culture is a potential competitive advantage for employers. Equipped with that knowledge, it is nearly impossible to overstate culture’s importance, especially when thinking about not only recruiting and retaining talent, but also in meeting business goals.

Knowing just how crucial of a role culture plays, we, as business leaders, should consider doing all that we can to help foster a culture where professionals thrive. A step in the right direction may require that business leaders recognize the importance of culture, and give it the attention and investment it deserves. Executives should consider working with HR to help take responsibility for culture, and support it through both a measurement process and infrastructure.

However, that challenge, like many others, is often easier said than done. To start, we leaders should visibly prioritize culture in our organizations. That means clearly understanding the values of our companies, and how they affect business strategy. We should help shape the company’s value and make sure that we are leading by example, and reinforcing the desired culture. For example, at Deloitte, we are committed to making an impact that matters in the communities where we live and work. I enjoy taking an active role in my community, whether that is serving on nonprofit boards, hosting events in our office, or volunteering.

As executives, we should also consider examining the current culture at our organization, and determining whether or not that is the culture we desire.

That means taking a close look at our organizations and not only identifying those practices that align with the desired goals, but also taking note of practices that may require some change.

From there, it is up to leaders to help ensure this new culture becomes permanent. We should serve as an example of the new culture, and become cultural ambassadors for our organizations. Whether that means volunteering in your free time, avoiding email on weekends, or remaining offline while on vacation, leaders should consider embodying the culture of the workplace.

I encourage you to embrace the culture challenge, and own it at the highest level. Our actions tend to drive culture, just as they do other issues that reinforce business strategy. For more information on workplace culture, including tools for measurement, take a look at Deloitte’s Global Human Capital Trends Report .

© 2016. See Terms of Use for more information.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to Deloitte LLP, the US member firm of DTTL, and its subsidiaries where certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.





Tags : , , , , , , ,

Boston Business Journal: The importance of workplace culture #business #development #plan

#boston business journal

#

The importance of workplace culture

​The importance of workplace culture

An employer’s perspective, as shared by William K. Bacic. New England managing partner, Deloitte LLP

It’s no secret that workplace culture has become one of 2016’s hottest topics for business leaders. Research shows that workplace culture drives not only behavior, but also plays a major role in innovation, and customer service. In terms of specific numbers, 82 percent of the respondents to the Deloitte Global Human Capital Trends 2016 survey believe that culture is a potential competitive advantage for employers. Equipped with that knowledge, it is nearly impossible to overstate culture’s importance, especially when thinking about not only recruiting and retaining talent, but also in meeting business goals.

Knowing just how crucial of a role culture plays, we, as business leaders, should consider doing all that we can to help foster a culture where professionals thrive. A step in the right direction may require that business leaders recognize the importance of culture, and give it the attention and investment it deserves. Executives should consider working with HR to help take responsibility for culture, and support it through both a measurement process and infrastructure.

However, that challenge, like many others, is often easier said than done. To start, we leaders should visibly prioritize culture in our organizations. That means clearly understanding the values of our companies, and how they affect business strategy. We should help shape the company’s value and make sure that we are leading by example, and reinforcing the desired culture. For example, at Deloitte, we are committed to making an impact that matters in the communities where we live and work. I enjoy taking an active role in my community, whether that is serving on nonprofit boards, hosting events in our office, or volunteering.

As executives, we should also consider examining the current culture at our organization, and determining whether or not that is the culture we desire.

That means taking a close look at our organizations and not only identifying those practices that align with the desired goals, but also taking note of practices that may require some change.

From there, it is up to leaders to help ensure this new culture becomes permanent. We should serve as an example of the new culture, and become cultural ambassadors for our organizations. Whether that means volunteering in your free time, avoiding email on weekends, or remaining offline while on vacation, leaders should consider embodying the culture of the workplace.

I encourage you to embrace the culture challenge, and own it at the highest level. Our actions tend to drive culture, just as they do other issues that reinforce business strategy. For more information on workplace culture, including tools for measurement, take a look at Deloitte’s Global Human Capital Trends Report .

© 2016. See Terms of Use for more information.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to Deloitte LLP, the US member firm of DTTL, and its subsidiaries where certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.





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Perils of a Broken Corporate Culture #business #idea

#business ethics articles

#

Ethics & Compliance Matters

Reputation Damage and Tone at the Top: Uber Scandal Underscores How Corporate Culture can Bring a Company to its Knees

Reputation Damage and Tone at the Top: Uber Scandal Underscores How Corporate Culture can Bring a Company to its Knees

Uber has had its share of public relations problems lately, and is now known as yet another company having to deal with current business ethics issues. From the taxi-alternative start-up’s drivers claiming they don’t make nearly as much money as they originally promised to none-the-wiser customers getting stuck with hefty price surges at the ends of rides. As if this weren’t enough to land Uber an F rating from the Better Business Bureau (in fact, this and a few other Uber business practices were), Senior Vice President Emil Michael’s comments at a recent dinner have pushed this company into a full-on PR disaster.

Creating Culture One (Wrong) Word at a Time

The nutshell: At a dinner attended by a Buzzfeed reporter, Michael suggested Uber would embark on a smear campaign against journalists who criticized the company. In this conversation, Michael said Uber could spend millions of dollars to hire investigators to dig into the journalists’ personal data and use the information they found about their critics to threaten and/or publicly embarrass them. Although Michael claims he thought the conversation was off the record, according to the Buzzfeed reporter, it wasn’t. And he ran with the story .

Not surprisingly, a media storm ensued, leaving Uber CEO Travis Kalanick no other choice but to respond. But Kalanick’s “apology” appeared less than sincere. Rather than fire Michael for insinuating Uber would engage in such unethical business practices, he posted 14 tweets on his personal Twitter account, essentially saying his senior executive’s comments were “terrible.” Uber’s latest situation clearly speaks to what some see as the end of the old tech genre that was focused on changing the world and the move to self-enrichment.

Textbook Case for the Need for Strong “Tone at the Top”

It’s safe to say that Uber is in hot PR water, and it may be very difficult for the company to climb out. Why is that? Because the laundry list of reputation-damaging unethical business practices at Uber has experienced in the past several months may be indicative of a deeper, more critical issue: poor tone at the top, a broken organizational culture and possibly bad business ethics.

What do we mean when we talk about tone from the top? A successful ethics and compliance program must be built on a solid foundation of business ethics that are fully and openly endorsed by senior management. Otherwise, the program may amount to little more than a hollow set of internal rules and regulations. There should be an unambiguous, visible and active commitment to compliance.

For start-ups and some companies in the tech sector, culture-related wrongdoing isn’t new. In fact, it was a journalist’s report against Uber for what she believed were unethical business practices that prompted Michael’s comments at that dinner. Rather than take steps to investigate or address the bad behavior it was being accused of, Uber resorted to threats against the reporter and other critics of the company. This response underscores how problematic its culture seems to be.

A Broken Corporate Culture Will Come Back to Bite You—and Not Just Through Bad Press

While Uber may think this issue will disappear with time, it won’t. If there is an underlying issue with the company’s culture, or if it is truly one of the many companies with ethical issues, it will rear its head again in the future—it’s only a matter of time.

The same may be true for other companies in the tech space if The Wall Street Journal reporter Christopher Mims ‘ concerns play out. In his recent article, “Uber and a Fraught New Era for Tech ” he writes, “The emphasis of the tech companies being built now is much more zero-sum. Whom do we need to destroy in an effort to enrich ourselves and our investors, and what is the best vehicle for creating a consumer need that will facilitate that quest?”

Uber is at a critical crossroads and their next steps could ultimately determine their long-term success. If the company doesn’t take the time needed now to establish a strong culture. it runs the risk of losing key partnerships, employees and drivers, and so much more.

If they are nurturing an environment that prohibits or discourages employees or others from speaking up, business risks alone (i.e. safety, etc.) could significantly hamper this thriving, innovative organization.

If that happens, we all lose.





Tags : , , , , ,

Boston Business Journal: The importance of workplace culture #business #development #manager

#boston business journal

#

The importance of workplace culture

​The importance of workplace culture

An employer’s perspective, as shared by William K. Bacic. New England managing partner, Deloitte LLP

It’s no secret that workplace culture has become one of 2016’s hottest topics for business leaders. Research shows that workplace culture drives not only behavior, but also plays a major role in innovation, and customer service. In terms of specific numbers, 82 percent of the respondents to the Deloitte Global Human Capital Trends 2016 survey believe that culture is a potential competitive advantage for employers. Equipped with that knowledge, it is nearly impossible to overstate culture’s importance, especially when thinking about not only recruiting and retaining talent, but also in meeting business goals.

Knowing just how crucial of a role culture plays, we, as business leaders, should consider doing all that we can to help foster a culture where professionals thrive. A step in the right direction may require that business leaders recognize the importance of culture, and give it the attention and investment it deserves. Executives should consider working with HR to help take responsibility for culture, and support it through both a measurement process and infrastructure.

However, that challenge, like many others, is often easier said than done. To start, we leaders should visibly prioritize culture in our organizations. That means clearly understanding the values of our companies, and how they affect business strategy. We should help shape the company’s value and make sure that we are leading by example, and reinforcing the desired culture. For example, at Deloitte, we are committed to making an impact that matters in the communities where we live and work. I enjoy taking an active role in my community, whether that is serving on nonprofit boards, hosting events in our office, or volunteering.

As executives, we should also consider examining the current culture at our organization, and determining whether or not that is the culture we desire.

That means taking a close look at our organizations and not only identifying those practices that align with the desired goals, but also taking note of practices that may require some change.

From there, it is up to leaders to help ensure this new culture becomes permanent. We should serve as an example of the new culture, and become cultural ambassadors for our organizations. Whether that means volunteering in your free time, avoiding email on weekends, or remaining offline while on vacation, leaders should consider embodying the culture of the workplace.

I encourage you to embrace the culture challenge, and own it at the highest level. Our actions tend to drive culture, just as they do other issues that reinforce business strategy. For more information on workplace culture, including tools for measurement, take a look at Deloitte’s Global Human Capital Trends Report .

© 2016. See Terms of Use for more information.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to Deloitte LLP, the US member firm of DTTL, and its subsidiaries where certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.





Tags : , , , , , , ,

Perils of a Broken Corporate Culture #online #business #degree

#business ethics articles

#

Ethics & Compliance Matters

Reputation Damage and Tone at the Top: Uber Scandal Underscores How Corporate Culture can Bring a Company to its Knees

Reputation Damage and Tone at the Top: Uber Scandal Underscores How Corporate Culture can Bring a Company to its Knees

Uber has had its share of public relations problems lately, and is now known as yet another company having to deal with current business ethics issues. From the taxi-alternative start-up’s drivers claiming they don’t make nearly as much money as they originally promised to none-the-wiser customers getting stuck with hefty price surges at the ends of rides. As if this weren’t enough to land Uber an F rating from the Better Business Bureau (in fact, this and a few other Uber business practices were), Senior Vice President Emil Michael’s comments at a recent dinner have pushed this company into a full-on PR disaster.

Creating Culture One (Wrong) Word at a Time

The nutshell: At a dinner attended by a Buzzfeed reporter, Michael suggested Uber would embark on a smear campaign against journalists who criticized the company. In this conversation, Michael said Uber could spend millions of dollars to hire investigators to dig into the journalists’ personal data and use the information they found about their critics to threaten and/or publicly embarrass them. Although Michael claims he thought the conversation was off the record, according to the Buzzfeed reporter, it wasn’t. And he ran with the story .

Not surprisingly, a media storm ensued, leaving Uber CEO Travis Kalanick no other choice but to respond. But Kalanick’s “apology” appeared less than sincere. Rather than fire Michael for insinuating Uber would engage in such unethical business practices, he posted 14 tweets on his personal Twitter account, essentially saying his senior executive’s comments were “terrible.” Uber’s latest situation clearly speaks to what some see as the end of the old tech genre that was focused on changing the world and the move to self-enrichment.

Textbook Case for the Need for Strong “Tone at the Top”

It’s safe to say that Uber is in hot PR water, and it may be very difficult for the company to climb out. Why is that? Because the laundry list of reputation-damaging unethical business practices at Uber has experienced in the past several months may be indicative of a deeper, more critical issue: poor tone at the top, a broken organizational culture and possibly bad business ethics.

What do we mean when we talk about tone from the top? A successful ethics and compliance program must be built on a solid foundation of business ethics that are fully and openly endorsed by senior management. Otherwise, the program may amount to little more than a hollow set of internal rules and regulations. There should be an unambiguous, visible and active commitment to compliance.

For start-ups and some companies in the tech sector, culture-related wrongdoing isn’t new. In fact, it was a journalist’s report against Uber for what she believed were unethical business practices that prompted Michael’s comments at that dinner. Rather than take steps to investigate or address the bad behavior it was being accused of, Uber resorted to threats against the reporter and other critics of the company. This response underscores how problematic its culture seems to be.

A Broken Corporate Culture Will Come Back to Bite You—and Not Just Through Bad Press

While Uber may think this issue will disappear with time, it won’t. If there is an underlying issue with the company’s culture, or if it is truly one of the many companies with ethical issues, it will rear its head again in the future—it’s only a matter of time.

The same may be true for other companies in the tech space if The Wall Street Journal reporter Christopher Mims ‘ concerns play out. In his recent article, “Uber and a Fraught New Era for Tech ” he writes, “The emphasis of the tech companies being built now is much more zero-sum. Whom do we need to destroy in an effort to enrich ourselves and our investors, and what is the best vehicle for creating a consumer need that will facilitate that quest?”

Uber is at a critical crossroads and their next steps could ultimately determine their long-term success. If the company doesn’t take the time needed now to establish a strong culture. it runs the risk of losing key partnerships, employees and drivers, and so much more.

If they are nurturing an environment that prohibits or discourages employees or others from speaking up, business risks alone (i.e. safety, etc.) could significantly hamper this thriving, innovative organization.

If that happens, we all lose.





Tags : , , , , ,

Boston Business Journal: The importance of workplace culture #business #from #home

#boston business journal

#

The importance of workplace culture

​The importance of workplace culture

An employer’s perspective, as shared by William K. Bacic. New England managing partner, Deloitte LLP

It’s no secret that workplace culture has become one of 2016’s hottest topics for business leaders. Research shows that workplace culture drives not only behavior, but also plays a major role in innovation, and customer service. In terms of specific numbers, 82 percent of the respondents to the Deloitte Global Human Capital Trends 2016 survey believe that culture is a potential competitive advantage for employers. Equipped with that knowledge, it is nearly impossible to overstate culture’s importance, especially when thinking about not only recruiting and retaining talent, but also in meeting business goals.

Knowing just how crucial of a role culture plays, we, as business leaders, should consider doing all that we can to help foster a culture where professionals thrive. A step in the right direction may require that business leaders recognize the importance of culture, and give it the attention and investment it deserves. Executives should consider working with HR to help take responsibility for culture, and support it through both a measurement process and infrastructure.

However, that challenge, like many others, is often easier said than done. To start, we leaders should visibly prioritize culture in our organizations. That means clearly understanding the values of our companies, and how they affect business strategy. We should help shape the company’s value and make sure that we are leading by example, and reinforcing the desired culture. For example, at Deloitte, we are committed to making an impact that matters in the communities where we live and work. I enjoy taking an active role in my community, whether that is serving on nonprofit boards, hosting events in our office, or volunteering.

As executives, we should also consider examining the current culture at our organization, and determining whether or not that is the culture we desire.

That means taking a close look at our organizations and not only identifying those practices that align with the desired goals, but also taking note of practices that may require some change.

From there, it is up to leaders to help ensure this new culture becomes permanent. We should serve as an example of the new culture, and become cultural ambassadors for our organizations. Whether that means volunteering in your free time, avoiding email on weekends, or remaining offline while on vacation, leaders should consider embodying the culture of the workplace.

I encourage you to embrace the culture challenge, and own it at the highest level. Our actions tend to drive culture, just as they do other issues that reinforce business strategy. For more information on workplace culture, including tools for measurement, take a look at Deloitte’s Global Human Capital Trends Report .

© 2016. See Terms of Use for more information.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to Deloitte LLP, the US member firm of DTTL, and its subsidiaries where certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.





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