“Alfred North Whitehead, necessity of a doctrine of internal relations for the theory of evolution:

“This material is in itself the ultimate substance. Evolution, on the materialistic theory, is reduced to the role of being another word for the description of the changes of the external relations between portions of matter. There is nothing to evolve, because one set of external relations is as good as any other set of external relations. There can merely be change, purposeless and unprogressive. But the whole point of the modem doctrine is the evolution of the complex organisms from antecedent states of less complex organisms. The doctrine thus cries aloud for a conception of organism as fundamental for nature. It also requires an underlying activity — a substantial activity — expressing itself in achievements of organism.”^[3]

(via http://en.wikipedia.org/wiki/Doctrine_of_internal_relations )

“Flexibilität wird gelebt und eingefordert. Sie eröffnet unendliche Gestaltungsfreiräume, sie verlangt vom Einzelnen aber auch mehr Eigenverantwortung. Die Trendstudie, die das Trendbüro für das Personaldienstleistungsunternehmen randstad durchgeführt hat, thematisiert die gesellschaftliche Bedeutung von Flexibilität im Spannungsfeld zwischen Müssen, Können und Wollen.”

“- Der Beständige empfindet Flexibilität als gesteigertes Maß an Komplexität
– Der Angepasste betrachtet sie als Notwendigkeit zur Existenzsicherung
– Für den Enthusiasten bedeutet Flexibilität Gestaltungsfreiheit”
(via Trendbüro)

Download der Studie

“For a brand to come to life with customers, the organization must be internally aligned to deliver the brand promise through the organization’s culture, reward systems, key success activities and structure. In other words, employees must ‘live’ the brand values in their day to day interactions. And, management must demonstrate their commitment to these values through behavior as well as corporate communications, demonstrating sincerity–not just rhetoric.”

Key points:

• Use internal communications effectively to raise employee morale and commitment through the shared beliefs and vision
• Give managers and staff a deeper understanding of the brand promise and the behaviors and values the promise demands – and train them to adapt their behavior
• Enable all employees to understand how their own work processes and responsibilities contribute to delivering the brand promise to customers
• Change company policies, e.g., recruitment, training, rewards, so that the organization is also behaving in line with its brand promise. The cover diagram shows how the alignment process works to deliver strong brand performance. When employees understand and accept that the values are genuine, they align their attitudes and behavior to the brand values. The result is greater satisfaction for both customers and employees, leading to employee and customer preference and loyalty

Source: Aligning Your Organization and Brand for Performance, Interbrand Insights, 2001

Branding from inside out:

• Step 1: Synchronize Your Brand Personality, Values and Corporate Culture
  Your marketing team should be working closely with your Human Resources team to ensure that the common values of your company internally and externally are in sync.
• Step 2: Get Your Employees Behind Your Brand
  Align your criteria for recruiting and rewarding employees with the criteria of the brand value. Look for the right skills and aptitudes that will represent your brand promise effectively.
• Step 3: Reinforce and Repeatedly Explain Brand Values and Behaviors
  Use your internal communication to reinforce and explain the values and behaviors that reflect your brand promise. Continuously do this until they become second nature.

Source: http://marketing.about.com/od/marketingyourbrand/a/internalbrand.htm