Jason Fried

Founder & CEO at 37signals (makers of Basecamp and HEY). Non-serial entrepreneur, serial author (Getting Real, REWORK, REMOTE, It Doesn’t Have to Be Crazy at Work). Email me at jason@hey.com.

Co-founder & CEO

Emma Giner _ Power to the people

I believe in an HR area which is sexy as marketing and agile as scrum. As People & Organisation Shaker, I work with companies to help them streamline their structures and ways of working to reach extraordinary, sustainable results through the unique talents of their teams.

People & Organisation Shaker

IE Business School

I am a proud member of the IE Business School Faculty (Teaching Excellence Award since 2019). I am a regular contributor at the following programmes:
-High Impact Leadership.
-Advanced Management. 
-Senior Management. 
-Leading Strategic Projects. 
-Sustainability: Your Competitive Advantage. 
-Executive Summer School.

Professor

Inditex

Leading the International HR Managers Team and responsible of the overall HR Strategy for Massimo Dutti, one of the most relevant Inditex brands, over 50 countries across Europe, America and Asia (400 Stores, 9.000 Co-workers).

-Definition and implementation worldwide of the global HR strategy for all the operational roles (District Mgrs, HR Mgrs, Window Dressers, Visual Merchandisers, Store Teams) respecting the local labour law & cultural environment.
-Budgeting, Talent Acquisition & Management, C&B, P&L Controlling and operational support for the corporate countries.
-Made-to-measure HR solutions according to local market needs.
-Coordination & Guidance of the local HR Managers (40 people in 50 countries).

International HR Director

Leading the Corporate T&D team (8 people). Responsibility over 90 countries and 110.000 co-workers.

-Global Training & Development Strategy and solutions for all the business areas (Head Offices, Worldwide Stores, Logistics) for all the Inditex Group Brands (Zara, Bershka, Pull&Bear, Massimo Dutti, Oysho, Zara Home, Stradivarius, Uterqüe). All corporate tools were created in-house and all implementations were actively supported by the T&D team.
-Coordination of the International team of local T&D Managers (25 people).
-Budgeting and KPIs controlling.
-Government Funds Management.

Global Development Director

Creating and leading the T&D Strategy for all the business units (Stores Worldwide, Head Office, Logistics) of one of the largest Inditex brands.

Learning & Development Manager

Start-up of the newest Inditex brand. Creation from scratch of the whole training programme and support in the openings (70 new stores in 12 countries in 18 months).

Training & Development Manager

MANGO

International trainer, responsible for the start-up of the brand in Asia (Hong Kong and Singapore) and Germany.

International Trainer

Creation of the first international communication network in the Product Management Dept.

International Product Manager

I am an HR & Operations Director with more than 20 years experience at developing teams in multicultural, large scale, fast-paced environments. Leading successful projects with multiple stakeholders in ambiguous scenarios is the core of my job.
With a strong expertise in Retail, Start-ups & Expansion, Talent Acquisition & Management and International Relations, my goal is to foster talent as the key to achieve increased effectiveness in an organisation.
As entrepreneur, I launched in 2016 my project as People & Organisation Shaker. There, I work together with different companies to positively shake their status quo and boost the authenticity of their teams to become more agile, effective and sustainable.

Emma Giner

El siglo XX entrenó a las personas para "hacer cosas", no para contribuir. Es por ello que, todavía hoy, en las organizaciones pasamos tiempo "haciendo cosas" (reuniones en Teams, mails, burocracias y procedimientos varios, ...) que, en la mayoría de los casos, no tienen que ver con contribuir ni están alineadas con la propuesta de valor real de nuestro rol (de ahí la insatisfacción, la falta de engagement y el burnout). Estamos altamente ocupados, pero al final del día la aportación de valor no corresponde a la carga de trabajo. Gran parte de las disfunciones organizacionales actuales vienen de ahí.

La solución? Dejar de pensar en nuestros trabajos como un listado de tareas (lo que viene siendo la job description), y, en su lugar, pensar cuál es la contribución real de nuestro rol y qué impacto debe tener en el global de la organización para actuar en consecuencia (y eso implica empezar a decir "no" a reuniones donde no contribuímos o cuestionar procesos y procedimientos impuestos por terceros que nos alejan de nuestra propuesta de valor, por poner dos ejemplos). Hagámoslo. Nos merecemos trabajar de otra manera.

People & Organisation Shaker | Operational Innovation | Professor @ IE

taplio

The Battle

Jason Fried

Emma Giner

Followers

Posts

Engagements

Likes

Performance ScoreEmma Giner's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Jason Fried

Emma Giner

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Emma Giner's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreEmma Giner's LinkedIn Performance