SECOND DEGREE VS. CERTIFICATIONS: don’t waste time or money

Experts weigh in on whether a reader should pursue an advanced IT degree or go for certifications

When you’ve got about three years of IT experience under your belt and you want to increase your earning power what do you do? Do you go back to school and earn an advanced degree in IT ? Or do you take your first steps in pursuing vendor certification? Those were some of the questions I received recently from a reader who has worked as an IT administrator (the only IT guy) at a small civil engineering company. He currently earns about $43,000 a year and wants to bump up his salary but his time for education is limited due to family commitments. So what’s the best option?

I’m often asked by IT folks whether to pursue advanced degrees – in 2005, we discussed the pros and cons of MBAs for IT pros (see below for links to those newsletters) - but we’ve never discussed IT degrees for relative IT newbies. I wanted to get some professional opinions so I put the questions to two recruitment agencies, an IT manager at a construction firm, and a certification trainer. This is what they said:

Advice from staffing companies:

James Del Monte is president of JDA Professional Services, an IT staffing company based in Houston. He says: “Having a 4-year degree in anything is a good start and will open most doors. Having a technical degree is preferred in lieu of experience. So he is off to a good start. Given his situation, my suggestion would be to get Microsoft and Cisco certifications. He sounds like he is more interested in a technical career and could use some formal training in this. It also sounds like he is looking to improve his situation more immediately. I would suggest a Master (MBA) if he is interested in more of the business aspects of IT or views himself getting into management. That of course is a longer term commitment. His compensation for what is described seems fair. His next move would be into a larger company where he can learn from others.”

Sandi Henrikson is regional manager at Sapphire Technologies North America. She says: “A degree is desired by many employers, even if it is just a non-technical Bachelor’s. If the worker is young or early in his/her career and has the time to devote to going back to school (i.e. not a lot of family obligations or a demanding job) then investing their efforts in obtaining a degree would be recommended. However, where this candidate says he has limited time, it may be better to focus his energy into getting certifications. With certifications you can pinpoint the specific career path you want to follow and fine tune your skills precisely to the position that you want to aspire to. There are many online certification courses for the person who cannot dedicate themselves full-time, as well as the ability to pursue a Master’s degree part-time down the road if you choose. Many companies, including Sapphire, offer discounted training offerings to assist their employees in keeping up-to-date with the latest technology.”

Advice from an employer:

A. Reader, who wants to remain anonymous, is an IT manager at a construction company, and offers this advice: “What is the employment objective of the individual? Is the individual currently working in IT? If IT management is the goal then a Master’s degree in IT is probably going to serve the needs of that position well. An IT manager with a Master’s degree with a good balance of advanced and current technical and business background brings tremendous tools to the 'table'. One of the most difficult aspects of IT management is having a manager who is skilled enough and current in his/her grasp of emerging technologies such that they can communicate effectively with the project managers and technical specialists.

“If an individual is looking to enhance their marketability in core technology positions such as network engineering or project management I see the choice of Master’s vs. certification as a bit of a toss-up. If one wants to be a project manager with a specialty in security, the Master’s degree could serve well; certifications would be a plus, but could also be seen as overkill or the reverse with the Master’s degree. The credentials become a ‘flashpoint question’ of what does this person want to be, a manager or super-tech? By the same token a well-seasoned engineer with project management and security certifications along with a solid resume would be a very appealing candidate.”

Advice from a certification trainer:

Wendell Odom, CCIE No, 1624, splits time between writing Cisco training books for Cisco Press and teaching classes at Skyline ATS. (Wendell will also be blogging for Network World’s Cisco Subnet site in September - watch this space for details. If you have any burning Cisco certification-related let me know and I’ll forward them to Wendell, or keep an eye out for his blog and you’ll be able to contact him directly).

Wendell says: “I think employers want both types of folks - certified and those with a Master’s in an IT-related field. However, the real trick is to look at job roles within IT and within the networking-centric part of IT. The vast majority of job roles within the networking part of IT requires the skills proven with certs more so than the skills and knowledge proven with a Master's degree. I would say though that someone with a Bachelor's degree plus some certifications - even if the degree is not in IT - has a distinct advantage over those without a degree. I've talked to many students and readers over the years who were somewhat frustrated by having their options limited in some ways by the lack of a degree.

“Also, you need to separate your thinking in terms of whether the employer is a company implementing networking technology [an IT user], or a reseller/vendor/consulting company. An overwhelming number of students tell me that [IT user organizations] do not care a bit about certifications for current employees. They are about skills first, and certifications second, for potential employees. So, for those employees, I'd say getting certified is an important step if they’re looking to land the next job. However, the resellers/vendors/consultants see some inherent value in the certification branding, so oftentimes the skills and certifications tend to be on an equal footing. There's also a much more likelihood that these companies would help you move towards getting your next certification.

“A quick word on the Master's in an IT field. If you want to work in the broader world of IT, and not just networking, then I'm a big fan of getting a Master's. It's just a lot tougher to get there, especially once you're past the carefree days of youth. However, if you're going to focus on a career in networking, I'd recommend a [Cisco Certified Internetwork Engineer] cert over a Master's in IT – CCIE certs are more centered on the technologies you'd work with. I've never met a CCIE who thought the cert didn't have a big impact on their career.”

Thanks to all the experts who offered their advice and thanks to the reader for writing in with the question. As a seasoned IT pro, I’d like to know your thoughts on this issue. Or if you’re an IT newbie – let me know if you are pursing a Master’s degree or vendor certifications

How I passed my PMP Examination in one sitting

My PMP Journey

                   Olatunji Bolarinwa Owolabi, Btech, PMP

                  Olatunji Bolarinwa Owolabi, Btech, PMP

As a Senior Mechanical Engineer in Food Industry, I saw the need to advance my career as a Manager by getting the right Certification to keep me on top of Peers. In this quest to become Professionally Viable with a globally accepted credential, I met the right team; Clarionttech.

I checked the brief profile I could see online, Visited and was satisfied. Then I enrolled for a 5 days PMP with Primavera P6 course.

The journey was quit interesting as I resorted to study RITA PMP EXAM PREP BOOK 8th edition, Clariontech Presentation Slides, PMP fast track software, online exam sites such as:,

The ITTOs (input, tools, techniques, Output) were very helpful as most of the questions required you to understand how the inputs and outputs can be implemented across multiple knowledge areas.

Some of the PMP certification exam strategies I implemented that led to my success includes
1.  I skipped all CPM diagrams and heavy calculations until the end
2. I marked all tough/situational questions for a second review at the end of the exam. Seeing the questions critically in a different light on a second look makes a lot of difference. Focus was to see it in a different light to see if I missed out something.
3. Finishing the whole book syllabus was just half the work; I practiced a lot of questions especially super PMP  fast track…
4. Exam composure and time management

I am confident that this prestigious credential will help me achieve my career goals.

PMP Past Questions and Answers

PMP Past Questions and Answers

Over the years researchers have argued if Past questions guarantee exam success, this debate have left most PMP candidate wonder around various exam preparatory kits such as Past questions, Simulation software's, exam preparatory guide. Exam Kits do not guarantee 100% exam success, However it provides at least 40%  success. Preparing to take PMP exam is a journey, if you let it, this journey can help expand your abilities. In preparing for exam, you have an opportunity to become a better project manager not just for the purpose of the exam. 

Here are few questions you need to ask

1. Why take the PMP Exam?
2. Are you ready for the Exam?

As Clarionttech prepares you for success, A diverse collection of tips, tricks, and insights for your Exam  Prep Guide can be found in some of today’s leading authors like Rita Mulcahy's Exam Prep Guide.

This includes selected materials from recently published expansive catalog of titles. The material that is included for each selection is the book's full Table of Contents as well as a full sample chapter for your enjoyment.

Here are just a few PMP Past questions

1) If a stakeholder has any questions about project deliverables, as the PM, you should direct him to the:

a) WBS

b) Project plan

c) Preliminary Scope statement

d) None of the above

2) Your construction project was damaged by an earthquake. Your contractor says that he cannot fulfil the terms of the contract due to a specific clause you both had signed in the contract. He is referring to the:

a) Force majeure clause

b) Fixed price clause

c) Contract obligation terms

d) None of the above

3) Your vendor has confirmed in writing that he will not be able to provide the products contracted to him, in the time mentioned in the contract. You can terminate the contract and sue for damages. This is a type of:

a) Minor breach

b) Anticipatory breach

c) Material breach

d) Fundamental breach

4) As a PM, you manage multiple projects. One of your projects is over budget while the other is under budget. You decide to transfer money from the latter to the former and report both projects as within budget. This is against the PMI code of ethics and is called:

a) Unethical management

b) Budget tampering

c) Fraudulent reporting

d) Cost leveling

5) Your brother can influence bids in the vendor company that has been contracted for your project. You should:

a) Disclose the bid price that is most likely to give him an advantage when bidding

b) Reject other vendors and award him the contract

c) Refrain from the decision-making process and make a full disclosure to stakeholders and wait for their decision before you proceed

d) Hint to the stakeholders that your brother might be involved in bidding

6) A project you are managing is about to be completed. But there is a minor defect in the work produced by the contractor. You should:

a) Neglect the defect if it is trivial

b) Ask the contractor to fix according to SOW

c) Submit a new RFP

d) None of the above

7) As a PM, you have identified some low priority risks. You should:

a) Neglect them as they will mostly not occur

b) Add them to a watch list within the risk register

c) Plan detailed response plans

d) None of the above

8) One of your team members'  A's father was sick when you were in the planning stage of your project. A had informed you that he might have to leave to visit his father if the situation arose. You had planned for this and spoke to the functional manager of your group to provide a back-up resource, B to be used if necessary.

Now, A has left to see his father and B is filling in for him. But B is taking more than expected time to get up to speed and this impacts project cost and schedule.

This is an example of a:

a) Residual risk

b) Secondary risk

c) Contingency plan

d) None of the above

9) To motivate your team, you decided to reward a team member who performed well. This hurt cohesion in the team. You should:

a) Reset award criteria

b) Modify reward strategy to be win-win for the team

c) Award only two people

d) Declare that there will be no rewards going forward

10) Your project uses a vendor who has completed 50% of the contracted work. You are unsure of how much to pay the vendor. You should refer to the:

a) Request for proposal

b) Contract

c) Response to bid

d) Statement of work

11) When estimating time for activities, a PM should:

a) Use the best guess and estimate for all activities as there will be changes anyways as the project progresses and more information becomes available

b) Involve people who will be doing the work to get estimates

c) Estimate for what the cost will allow and not include buffers

d) None of the above

12) When there are people from different countries and cultures in a team, the project management team should:

a) Neglect the cultural differences to work as a team

b) Deal with everyone the same way

c) Capitalize on cultural differences

d) Mentor each other

13) If your business sponsor has an important but minor change to the scope, and he requests that you make the change without having to process a change request, you should:

a) Accommodate the change as stakeholder satisfaction is key to project success

b) Refuse to make the change as the scope has been frozen

c) Ask the sponsor to work with your team member to implement the minor change and document the change

d) Request the client that the change management process be followed

14) If a stakeholder directly asks a team member to make changes and the team member accommodates it:

a) Admonish the team member during the team meeting so that other team members are also aware

b) Inform the stakeholder that he should not talk to your team member

c) Talk to the stakeholder and team member in private, and emphasize gently that the Integrated Change Control process should be followed

d) Pretend to not know about the change and let it happen

15) When your client is ready to accept the product your project has produced, you should:

a) Refer to the quality plan to see if the product meets specifications

b) Refer to project management plan

c) Obtain client sign off and follow administrative closure process

d) Let go off the project resources and assign them to other projects

16) Appreciating a team member's good work in front of the team results in:

a) Jealousy among other team members and should be avoided

b) Encouragement for the team member and motivation for other team members

c) Shouldn't be done as it shows preference

d) None of the above

17) As the project manager of an important project, you learnt many helpful tools and tips. What should you do?

a) Keep them to yourself

b) Archive your learning in the project folder and share with other PMs

c) Sign a non-disclosure agreement

d) None of the above

18) You just found out that the company that you were planning to use in your project is known for being late in delivering their products that can lead to losses to the project. You decide to go with a different company to ______ the risk.

a) Mitigate

b) Reject

c) Transfer

d) Avoid

19) You are the project manager of a project that involves sensitive information. You are inviting bids from vendors for some tasks on this project. Since the winning vendor will have access to the sensitive information, you should:

a) Decide to drop the vendor and instead do the tasks using an internal team

b) Swear the vendor to secrecy

c) Ask the vendor to sign a non-disclosure agreement

d) Threaten to take the vendor to court

20) A project is behind schedule. Two senior resources are added to help speed up work. The result is (choose the best answer):

a) Project will be completed on time

b) Project cost will not increase

c) Project may not be completed on time due to increased number of communication channels

d) Project cost will increase


How to Write a Short Bio About Yourself

Writing a bio can be a fun challenge, a look at some peoples bio could get you wondering and thinking out loud; most especially in the present era. Most times, individuals and companies tend to write astray, mix up and add what isn't required in a standard bio. Write a brief biography to introduce yourself, highlight achievements, list credentials and any notable projects with which you are involved. Bios should be short and concise, listing only relevant information. Avoid listing personal statistics, such as family and hobbies; instead angle the bio to the intended audience, whether for a personal website or a professional networking website. 

Follow these methods:

Introduce Yourself

Begin the bio by introducing yourself, and always write in the third person. For example, write "Jane Akindele is a freelance writer" rather than "I am a freelance writer." State what year your relevant work experience began, such as "has been writing professionally since 2001" or "worked as a consultant since 2006," and list any areas of specialized expertise.

Education and Credentials

List your education after the introduction sentence, including the name of any degrees you have earned and the institution you attended. Include any other relevant experience, such as additional certifications earned as well as the names of any professional organizations that count you as a member.

Notable Achievements

State any notable achievements or awards earned. Keep the information relevant to the intended audience of the bio. Authors can briefly list the names of any publishing houses or magazine titles where their work has been published. Business professionals can highlight awards or other recognition achieved in their careers.

Closing Statement

Conclude the bio by briefly stating any current or upcoming projects, such as a new book coming out. The last sentence should state where you reside, such as "Jane Akindele lives in Ikoyi, Lagos." Adjust the bio as necessary when your education, expertise or achievements change to reflect the most current information.

Set Your Goals And Make Them happen...

Goals big and small can be the stepping-stones to a happier life and the way we set them can make a difference to achieving them. 

Clarionttech is helping many companies including multinationals reach accepted international Standard; We provide quality structure for companies and train ambitious individuals by teaching, inspiring and supporting them towards achieving their certifications in the various areas of professionalism and career-field. Here's how.


Having goals for things we want to do and working towards them is an important part of being human. The path towards our goals may not always run smoothly or be easy, but having goals, whether big or small, is part of what makes life good. It gives us a sense of meaning and purpose, points us in the direction we want to go and gets us interested and engaged, all of which are good for our overall happiness.

Over 2000 years ago, Aristotle said: "Well begun is half done." And with regards to goals, he's right (as he seems to have been on a lot of things). Paying attention to how we set our goals makes us more like to achieve them and achieving them makes us feel good about ourselves and our lives.


  1. Decide. Think of something you want to do or work towards. It doesn't matter what, as long as it's something you want to do - ideally something you're interested in or feel excited by. It should be something you want to do for its own sake, not for something or someone else. It can be a big thing or a small thing - sometimes it is easier to get going with something small. And it often helps if it's something that's just a little bit beyond what you currently can do - goals that stretch us can be motivating!
  2. Write it down. Carefully. Writing down our goals increases our chances of sticking with them. Write down how you will know you have reached your goals and when you'd like to have achieved it by. Ask yourself: what it will 'look' like and how will you feel when you've done it? How does it connect to who or what you value in your life? Describe your goal in specific terms and timescales e.g. 'I want to undergo a professional training and get certified in the Human Resource Management by the end of August' rather than 'I want to do some training.'  Write your goals in terms of what you want, not what you don't want. For example: 'I want to be able to wear my favourite jeans again', rather than 'I don't want to be over-weight anymore'.
  3. Tell someone. Telling someone we know about our goals also seems to increase the likelihood that we will stick to them.
  4. Break your goal down. This is especially important for big goals. Think about the smaller goals that are steps on the way to achieving your bigger aim. Sometimes our big goals are a bit vague, like 'I want to be healthier'. Breaking these down helps us be more specific. So a smaller goal might be 'go running regularly' or even 'to be able to run around the park in 20 minutes without stopping'. Write down your smaller goals and try to set some dates to do these by too. Having several smaller goals makes each of them a bit easier and gives us a feeling of success along the way, which also makes it more likely that we'll stay on track towards our bigger goal.
  5. Plan your first step. An ancient Chinese proverb says that the journey of 1000 miles starts with one step. Even if your goal isn't to walk 1000 miles, thinking about the first step on the way will really help to get you started. Even if you don't know where to start there's no excuse - your first step could be to research 'how to…' on the internet or think of people you could ask or to get a book on the subject from the library. Then think of your next step…and the next…
  6. Keep going. Working towards our goals can sometimes be difficult and frustrating - so we need to persevere. If a step you're doing isn't working, think of something else you could try that still moves you forward, even a tiny bit. If you're struggling, ask people you know for their ideas on what you could do. They may help you see a different way. Thinking about different ways of reaching our goals makes it more likely we'll be successful. If you're really struck - take a break and then re-read the goal you wrote down when you started. If you need to adjust your goal - that's ok too. Then have another think about a small next step…
  7. Celebrate. When you reach your goal take the time to enjoy it and thank those that helped you. Think about what you enjoyed and learned along the way. Now, what is your next goal or project going to be?

Do not hesitate to let us in the know of your intending goals, and accomplishment. Also, you can add getting that professional training and certification with us at Clarionttech Services Limited. 


We have a good news. We are glad to inform you that Computer Based Option for the Project Management Professional (PMP) Exam is back in Nigeria.

The Testing centre will be available in Lagos Nigeria and Testing will commence from 31st July, 2017. Apply Online and be part of the Long waited CBT Option which will no longer require candidates travelling to Accra Ghana.

Clarionttech Services is an authorized training provider for Project Management Professional Certifications. Our primary goal is to ensure update information and Career News releases that will help take your Career to the next level.

As part of our Objective ,We take great pride in Quality training packed with necessary eligibility requirement to take and pass the exam in one sitting.


Eligibility Requirement for CBT
Register for your examination with the Project Management Institute (PMI) and received your Authorization to Test (ATT) letter prior to scheduling  testing appointment at a Prometric Testing Center. Clarrionttech Services registers candidates for the exam to ease them of the stress.

What to Bring to the Testing Center
Non-expired, government-issued, photo- and signature-bearing ID in order to test.
Note: If the primary ID presented does not bear a signature or photo, you must present one form of secondary ID containing a photo and/or signature whichever is missing from the primary ID.
Acceptable forms of primary ID are limited to:
• driver’s license
• passport
• military ID

What Time to arrive at the Testing Center
Plan to arrive 30 minutes before the scheduled appointment to allow time for check-in procedures.Candidates who are late in arriving will not be allowed to test and will incur a penalty fee for lost computer time in order to reestablish their eligibility.

Reschedule/Cancel Policy
If you need to reschedule or cancel your exam, you must call the registration center, or visit click the “Get Started” corresponding to the appropriate exam and follow the directions on the site necessary to reschedule or cancel your exam. Rescheduling or canceling submissions thru the online Contact Us form available at is not a valid method to request an appointment reschedule or cancellation.

You can reschedule or cancel your exam at any time, as long as you do so more than two full calendar days(EST) before your scheduled exam appointment. However, a $70 fee will be charged to you if you reschedule or cancel your exam within 30 days of the scheduled appointment. If you wait until you are within two calendar days of your exam appointment you will forfeit the entire exam fee.




  1. I’m a nationally ranked golfer.
  2. I have five beautiful grandchildren.
  3. I play the piano.

Keep reading to find the answer…

I thought we’d play this little game so you could get to know me better. Do you have people in your life you see often, but you don’t really know well? I think there’s value in having meaningful connection with the people around you. You build trust when you know another person’s story and values.

This is exactly why I wanted to share the most important things I think you should know about me and why I do what I do. It’s why, for this Breakaway, I am going to share my passion, my purpose, and my heart behind my teaching. I trust that in sharing my heart, you and I will have deeper trust, and you’ll start to better know the leader inside of you.

There are really three crucial things you should know about me (all of these are 100% true. No lies here!): 


My purpose, my reason for living, my biggest responsibility and the thing that makes me feel most significant is equipping others and helping them multiply true leadership. I really believe that few things will pay you bigger dividends in life than the time and trouble you take to understand people and build relationships.

That’s why I have an organization with over 12,000 certified coaches who teach my principles of leadership and personal growth. It’s why I write books and speak on stages around the world. It’s why I share my lessons in online classes and in private one-on-one mentoring sessions. People are my purpose.


I define “passion” as the thing that makes you cry, dream, and sing. The things you cry about tell you what deeply affects your heart. What you dream about tells you where your hope lies. What you sing about tells you what brings you the greatest joy. For me, I can answer all three in one statement: Helping others develop themselves so they can multiply their growth for others. I love nothing more than to walk alongside people desiring growth and to help them go after it. It brings tears to my eyes to see them pass the torch to someone behind them to help others do the same. People are my passion. 


You should never follow a leader who doesn’t have a clear vision of where they’re headed, along with a keen awareness of what they’ve left in their wake. We all have areas in which we can grow. We all have potential to be better than we were yesterday.

In my life, my area for greatest potential growth is my reach. There’s tremendous potential for my teaching and coaching to impact people around the world who have yet to experience it. There are still millions of men and women who don’t know of their potential in this life and don’t know how to seize it. This potential is why I have a dream to impact one million people in the next year with my leadership and personal growth principles. People are my greatest potential.


The truth is there is really only one thing you need to know about me as your mentor or about the leaders you trust and follow in your life: Leaders should know themselves and want to help others do the same. They are people who can set aside their agendas for the sake of the team, the family, or the community so those people can reach their greatest potential.

Entertainer Danny Thomas said it best: “All of us are born for a reason, but all of us don’t discover why. Success in life has nothing to do with what you gain in life or accomplish for yourself. It’s what you do for others.”


I think it would be valuable for you to think about your own answers to these questions:

  • What’s your passion?
  • What’s your purpose?
  • Where’s your greatest potential?

And most of all, are people in your picture? If you want to see real dividends, make sure people are at the heart of what pushes you forward.

I trust you know my heart better now, and even more so, I hope you begin to develop the truths in your story that ignite your passions, purpose, and future potential.

Stay tuned, at Clarionttech Services we will help you keep close tabs on your dreams and purposeful visions with our professional trainings and certifications.  We are going to teach you the number one quality you need to lead others… and it may not be what you think.

Define your organization’s culture before it derails you.

Company culture is an important part of attracting, hiring and retaining top talent. If your organization isn't taking steps to codify and enforce the culture you want, you may end up with exactly the one you don't.

Culture is what guides and drives a business, for better or worse. The set of values, mission, attitude and atmosphere that shape your work environment has a significant impact on results. But if you allow your company culture to evolve organically without guidelines from executives, and without input from workers about what's important to them, you could wind up with exactly what you don't want: a toxic environment that no longer attracts and retains top talent and has difficulty functioning.

Here is a look at how you can shape and foster an organizational culture that aligns with your company mission -- and how to get it back on track should it falter.

Own your culture

The first step in shaping your organization’s culture is to codify it in a culture statement -- and own it. Without one, your organization will be challenged in attracting the kind of talent you want.

Culture constantly evolves

It’s also important to realize that culture can -- and likely should -- evolve, especially as your organization grows. Here, having avenues for employee input are crucial.

The major danger in not codifying and regularly evaluating your corporate culture is that you'll make “bad fit” hires and end up with high turnover, says Levin, but there are other dangers in areas like reputation and recruiting.

Culture comes in many flavors

The notion of a desirable culture will vary from organization to organization, and can be extremely different depending on geography and industry.

The great thing about establishing and owning your culture is you can guide the conversations and hire the right people for that culture. Some cultures don't work for some people, and that's fine, but you need to be upfront and truthful about who you are as a business so it works for both you and your employees.

Culture's become such a huge buzzword over the last few years, and some organizations are trying to leverage that to get better, brighter talent to come work for them without understanding what it's really all about...It's a great thing that these companies want to innovate and to learn how to adapt and change to be successful in an evolving marketplace, but too many don't understand how to go about it.

The invisible hand

"The key to developing a culture is listening. There's an 'invisible hand of the market' aspect to this; employers want to drive culture, but employees are the ones who are actually going to build it. So if the company is deaf to what the employees actually want, what drives people's interest in an organization, then they're going to continue to be lost.

In a tight labor market, the candidate or the employee has the ultimate say in what's important to them. And yeah, culture aside, no one's going to work for free, but when we look at why people are successful, why they stay at their jobs, why they make a positive impact on business and interact successfully with others -- it's culture. So, firms can emulate culture all they want, but if they don't really listen to what their workers want and what's important to them, they'll never make it.

Culture clash

Nowhere is this more evident than in the recent examples set by Amazon and Uber, both of which have come under scrutiny for toxic cultures brought to light by former employees.

Culture isn’t lip service to ideals

So, what went wrong, and how can you keep it from happening to you? It starts with recognizing the importance of culture and making sure everyone at your organization manifests your organizations’ values every day.

Culture is intentional -- and impacts the bottom line

If you’re not intentional about your culture from the very start, it can quickly become a major liability instead of an asset, like what happened with Amazon last year or Uber more recently, says. And that can affect a company’s business performance, morale, engagement and its ability to attract great talent.