The BroadVision Blog

What “Cheers” Can Teach Us About Improving Workplace Culture

The 1980s smash sitcom “Cheers” introduced us to a Boston bar filled with unique and interesting characters. No two were alike, and the collection of individuals was greater than each one alone. Although the show struggled in its first season, “Cheers” lasted eleven seasons and became one of the great sitcoms in television history. So, what does an eighties TV show set in a bar have to do with the modern workplace?

The show’s creators set out to develop a comedy around a group of colleagues and customers who related to each other like a family. Effective teams, organizations and entire companies work best when everyone is focused and collaborating together. Cohesion is important, whether in a comedy setting or in a work environment. But, perhaps even more importantly, a team that works effectively together is not a homogeneous, ordered group where everyone thinks and acts the same way. On the contrary, the key to an effective workplace culture is variety.

What Cheers Can Teach Us About Improving Workplace Culture

What was once a formal culture based on hierarchy and structure, the modern workplace has evolved into an environment that is flexible and collaborative. The synchronous workplace, where people arrived at the same time, ate lunch at the same time and in the same place, and worked in one location, has become asynchronous. Workers come and go throughout the day, work in remote locations and juggle multiple tasks. The characters on “Cheers” exemplify this notion, with their lively entrances, sarcastic-yet-supportive relationships, all-hands-on-deck attitudes, and loyalties to one another—loyalties that were perhaps never more apparent than when we watched them band together during challenges posed by the characters from the hated rival bar.

Marcus Buckingham, a leading expert on high-performing teams and organizational performance, has led discussions about the modern workplace. Buckingham advocates a focus on individuals’ strengths as key to improving workplace culture. A high-performing team is not a collection of similarities; rather, it is comprised of individuals with different strengths complimenting each other. “Cheers’” odd-couple bar patrons Norm and Cliff were perfect complimentary characters, just like waitresses Carla (the argumentative cynic) and Diane (the academic optimist). Sam, the bar owner, was the lovable leader—arrogant for sure, but not so full of himself that he overshadowed the others. “Cheers,” like a superior sports team or an efficient organization, was a collection of colorful personalities and diverse talents. It can be argued that any team, department or organization should reflect the same.

In order to be successful, companies must encourage and nurture organizational dynamics that focus on building collaboration into the organization’s DNA. Executive leadership is not a nice-to-have bonus, but a must-have requirement.  Business leaders should mandate hiring and building teams that reflect a variety of skills, backgrounds, knowledge and personalities. But, leaders must also break down silos if employees can’t do so themselves. Differing points of views, when shared openly, do not bog down workflow; instead, they enhance the discussion and ultimately lead to better decision-making.

Today, leading companies have embraced collaboration and effective communication throughout their organization. This is one area that sets market leaders apart. These are the companies where everyone wants to work, regardless of the type of product or service being offered. What these companies have that others don’t is an organization that makes people want to do their best work. And, thanks to improved collaboration and a lack of silos, they are places where it’s possible that every colleague knows everyone else’s name.

Are there other television shows that embody the ideal workplace? We’d love to hear your thoughts in the comments below.

How Enterprise Collaboration Tools Help Governments Work More Efficiently

That government should learn from and behave more like the private sector is a common refrain from many advocating for a smaller and more efficient public sector. While there are many areas where governments must lead and act as public entities (police and the military immediately come to mind), adopting tools, technologies and processes used in the private sector will improve how nearly all government employees work. For-profit companies have already begun migrating to enterprise-grade communication and collaboration tools to enhance knowledge workers’ daily activities.  Government agencies—large and small, local and federal—need to take the same step to work more efficiently.

A safe and secure collaboration solution will provide agencies with a platform for stakeholders to collaborate throughout the entire organization, connecting internal and external audiences to each other and to the agency. Information is contained in a single source of truth, more people are informed and engaged in the process, and faster decision-making occurs. Time is saved, work gets done more quickly, and information becomes knowledge which is more easily transferred to new agency personnel.

For some agencies, their primary mission is called into action when a crisis occurs, but their work involves months or years of ongoing preparedness, engagement with other agencies throughout the government, and side-by-side teamwork with hundreds of local and regional offices. Email, the current form of business communication used by most agencies, is static and non-collaborative. People and teams are siloed, pushing information out when it’s completed. However, organizations of all sizes, including government agencies, should encourage and promote a culture focused on high-touch engagement and collaboration in order to work more efficiently. An earlier and wider inclusion of people into discussions, policy and program development connects decision-makers with stakeholders and thought leaders.  More information is exchanged, which creates perpetual growth and learning opportunities.

Agencies must communicate internally and externally with peers, other government organizations and the public. Information that is streamlined and organized, into a single source of truth, is distributed more easily and the most current versions of files are always discoverable. Using an enterprise collaboration tool, built with communication, workflow, document organization and security at the forefront, will allow government workers to conduct business more efficiently. Increased efficiency will save time and money—two challenges constantly plaguing government agencies of all sizes.

A strong argument can be made for the early adoption of mobile-centric enterprise collaboration tools by the public sector. Government agencies make mission-critical decisions more often than in the private sector. When more perspectives are shared and more subject matter experts participate in the process, better and faster decisions are made. Traditional tools like email will not accomplish this goal. Using consumer chat and instant messaging tools are also not an option for data security reasons. However, when briefing legislators, engaging peer agencies, or meeting with staff at the local and regional level, many government workers are not confined to offices or cubicles. As a result, they need secure mobile tools as much or more than a knowledge worker in a private sector organization. Being able to seamlessly move between desktop to mobile applications is a critical requirement.

Vmoso, BroadVision’s leading mobile-centric communication and collaboration platform, focuses on these challenges and more. Meetings are a thorn in the side of the private sector, but government agencies have even stricter attendance requirements, making them mandatory yet more difficult to schedule.  Vmoso allows for virtual collaboration, reducing the need for some physical meetings. Discussions and information from meetings that do occur are transformed into actionable knowledge within secure Vmoso tasks, posts and chats. Vmoso saves time and money—less travel, greater engagement and more productivity. It is a secure and cost-effective solution.

Vmoso also replaces the black hole of information buried in emails. Government work is ongoing and agencies are constantly devising, revising and improving upon previous work.  Email information is static and often fails to reach outside a specific group. Vmoso helps circulate ideas and conversations from one team which may be valued throughout the agency or by peer agencies facing similar challenges, while also protecting sensitive information from leaving confidential groups. Email also has some security flaws and has proven time and again that it is the wrong tool for sharing confidential data.

Vmoso is the solution that provides persistent value, works naturally within your organization structure, encourages collaboration, and even serves as a project management tool for internal and external communication. Vmoso saves time and money and creates operational efficiencies that reduce costs and government overhead.

Check out the latest Vmoso video that shows how Vmoso can help government organizations work more efficiently and securely from anywhere, anytime, and on nearly any device.


What Separates the Best Collaboration Software from the Rest?

As remote teams and diverse workforces become more commonplace, a host of collaboration software has sprung up to help these workers communicate, collaborate, and get things done. Some of the software is free, others are paid. Some is elaborate and comes with a steep learning curve, others are so intuitive that the average user can be productive in minutes. What are the best features to look for when selecting collaboration software for your teams?

Look for a Tool That Allows for Both Formal and Informal Collaboration

Some business communications are formal by nature. Others call for a more relaxed, laid-back style of communicating. Your software should enable both.

Some communications need to be formal and structured, such as emails to respected clients or proposals to a new business lead. But other communications need to be less formal and structured, such as a casual chit-chat about what items to stock in the third floor break room or whether to print the new brochures on glossy or matte paper. The best tool will support both formal and informal communications so that workers can collaborate and share documents and files on the appropriate level for the task at hand.

Look for a Tool That Can Manage Long-Term Project Collaboration

Ongoing projects bring their own set of communications challenges. The best software will allow workers to consolidate all of the communications, documentation and files regarding a particular project so that it can be reviewed, referenced, and followed over time as the project draws on. This also empowers the team with transparency, visibility, accountability, and a handy audit trail, if needed.

Look for a Tool That Allows for Real-Time Communications

For many communications, email or another “get to it when you can” form of communicating is fine. Other times, it’s essential to get an answer or input immediately. The best collaboration software has chat and/or instant messaging features so that workers can get real-time information fast when needed.

Look for a Tool That is Cloud-Based

On-premises software is simply not a good choice for collaborative endeavors, for several reasons. First, it’s too expensive. Additionally, it’s difficult to install, troublesome to set up, must be continually updated, may not support a variety of mobile devices, and isn’t accessible to workers outside the office. Choosing a cloud-based tool eliminates all of these issues. Most importantly, the right cloud-based tool can be used to securely communicate and collaborate with those outside the organization, even if they do not have the same software or compatible software.

Look for a Tool That Supports Personal Relationships

Strong relationships make working together easier and usually produces a better outcome. The best collaboration software helps foster great relationships among your workers and their external contacts such as customers and vendors.

All work and no play makes Jack and Jill very dull employees. Communications software that supports interpersonal relationships is the very opposite of a time-waster. Strong personal relationships among team members, coworkers, employees and customers, employees and business partners, and other stakeholders helps get work done better and faster. Look for a tool that will help power personal relationships so that everyone has a vested interest in working together to achieve success.

Read about how the Vmoso communication and collaboration tool can meet all of these needs within your organization or watch the video to learn more about this new way of working. 

BroadVision Announces Third Quarter 2015 Results

REDWOOD CITY, CA — October 28, 2015 — BroadVision, Inc. (NASDAQ: BVSN), a leading provider of e-business and engagement management solutions, today reported financial results for its third quarter ended September 30, 2015. Revenues for the third quarter were $2.1 million, compared with revenues of $2.2 million for the second quarter ended June 30, 2015 and $3.1 million for the comparable quarter of 2014.

License revenue for the third quarter of 2015 was $1.0 million, compared with $1.1 million for the prior quarter and $1.3 million for the comparable quarter of 2014. The majority of the third quarter license and subscription revenue was generated from the Company’s BroadVision® Business Agility Suite™, Commerce Agility Suite™, QuickSilver™, and Clearvale® solutions. Revenue during the quarter was generated from sales to both new and existing customers.

In the third quarter of 2015, BroadVision posted net loss on a U.S. Generally Accepted Accounting Principles (“GAAP”) basis of $2.1 million, or $0.42 per basic and diluted share, as compared with GAAP net loss of $2.5 million, or $0.51 per basic and diluted share, for the second quarter of 2015 and GAAP net loss of $3.3 million, or $0.68 per basic and diluted share, for the comparable quarter of 2014.

As of September 30, 2015 the Company had $32.2 million of cash and cash equivalents and short-term investments, compared to a combined balance of $35.3 million as of June 30, 2015 and $39.6 million as of September 30, 2014.

“In Q3, we expanded the worldwide user base for Vmoso to over 100,000 and established partnerships in several key markets to extend our global presence,” said Dr. Pehong Chen, President and CEO of BroadVision. “Our expanded partnership with Deutsche Telekom’s T-Systems has already provided positive results and new customers. We continue to see positive feedback and validation from customers and partners who see Vmoso as the mobile-centric, unified business communication, collaboration, and engagement platform for today’s workplace.”


Conference Call Information

BroadVision management will host a conference call today, Wednesday, October 28, 2015, at 2:00PM Pacific Daylight Time (PDT). The conference call may be accessed by dialing: 1-888-424-8151, with pin code 5569711#. Callers outside North America should call +1-847-585-4422 to be connected. These numbers can be accessed 15 minutes before the call begins, as well as during the call. A web replay will also be available following the call on the Company’s website.


About BroadVision

Driving innovation since 1993, BroadVision (NASDAQ: BVSN) provides e-business solutions that enable the enterprise and its employees, partners, and customers to stay actively engaged, socially connected, and universally organized to achieve greater business results.  BroadVision® solutions—including Vmoso for virtual, mobile, and social business collaboration, and Clearvale for enterprise social networking—are available globally in the cloud via the Web and mobile applications.  Visit for more details.

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BroadVision, Business Agility Suite, Commerce Agility Suite, QuickSilver, and Clearvale are trademarks or registered trademarks of BroadVision, Inc. in the United States and other countries. All other company names, product names, and marks are the property of their respective owners.


Information Concerning Forward-Looking Statements

Information in this release that involves expectations, beliefs, hopes, plans, intentions or strategies regarding the future are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, which forward-looking statements involve risk and uncertainties. All forward-looking statements included in this release are based upon information available to BroadVision as of the date of this release, and BroadVision assumes no obligation to update or correct any such forward-looking statements. These statements are not guarantees of future performance and actual results could differ materially from BroadVision’s current expectations. Various factors and risks associated with BroadVision’s business are discussed in its most recent annual report on Form 10-K and in BroadVision’s quarterly reports on Form 10-Q as filed with the Securities and Exchange Commission.





(In thousands)


September 30,December 31,
Current assets:
Cash, cash equivalents and short-term investments$ 32,240$ 37,079
Other current assets 2,291 4,405
Total current assets 34,531 41,484
Other non-current assets 290 342
Total assets$ 34,821$ 41,826
Current liabilities$ 5,213$ 5,439
Other non-current liabilities 1,060 774
Total liabilities 6,273 6,213
Total stockholders’ equity 28,548 35,613
Total liabilities and stockholders’ equity$ 34,821$ 41,826





(In thousands, except per share data)



Three Months EndedNine Months Ended
September 30,September 30,
Software licenses$ 1,035$ 1,331$ 3,231$ 3,809
Services 1,047 1,794 3,534 5,470
Total revenues 2,082 3,125 6,765 9,279
Cost of revenues:
Cost of software revenues 36 26 121 115
Cost of services 662 1,078 2,196 3,401
Total cost of revenues 698 1,104 2,317 3,516
Gross profit 1,384 2,021 4,448 5,763
Operating expenses:
Research and development 1,752 1,836 5,407 5,440
Sales and marketing 1,237 1,226 3,682 4,084
General and administrative 858 1,020 2,612 2,898
Total operating expenses 3,847 4,082 11,701 12,422
Operating loss (2,463) (2,061) (7,253) (6,659)
Other income (expense), net 399 (1,159) (846) (1,204)
Loss before provision for income taxes (2,064) (3,220) (8,099) (7,863)
Provision for income taxes (3) (33) (19) (62)
Net loss$ (2,067)$ (3,253)$ (8,118)$ (7,925)
Earnings per share, basic and diluted:
Basic and diluted loss per share$ (0.42)$ (0.68)$ (1.67)$ (1.65)
Shares used in computing:
Weighted average shares-basic and diluted 4,865 4,810 4,849 4,791


BroadVision Contact:

Peter Chu

Investor Relations

(650) 295-0716 x7177

When Consumer Tools Infect Your Workplace Communication

Most knowledge workers have used personal email, such as Gmail, Yahoo! Mail, Hotmail or AOL Mail, while at work. Some have even used chat tools like Facebook Messenger and Gchat to ask a work question of a colleague in the hopes of receiving a quick response.  Consumer social tools are everywhere and we use them in our personal lives.  However, their convenience has led many to use them at work, for work-related purposes, without considering the serious security risks.

Last week another email hacking story reached the top of the newswires.  This time it wasn’t financial records or credit card information stolen from a retailer. Rather, the private emails of CIA director John Brennan and Homeland Security head Jeh Johnson were hacked.  Computerworld’s headline says it simply: “Stoner high school kid claims to have hacked CIA Director’s email account.”  Email, which began as an easy way to communicate with coworkers everywhere, has become an executive and IT leader’s nightmare.

Companies of all sizes face the challenge of providing the right tools to their employees. For the past twenty years email has been the default communication tool.  While we’ve talked previously about replacing email and how this can improve workplace communication, I am not advocating eliminating email entirely. Rather, there are better ways to communicate within an enterprise for specific purposes. Before going into alternatives, however, let’s examine the flaws with email, beginning with how email has evolved.

Email was created to allow one or more people to exchange digital messages across an internet or computer network.  Claire Burge, owner of Get Organized Ireland and a proponent of eliminating email, has determined that email is primarily used in three ways: issuing or responding to a task request, pushing information out to others, and collaboration. What was once a tool for one-to-one or one-to-many communication has become a project management tool, an archival system to store knowledge, and a collaboration tool—albeit a time-consuming and highly inefficient one.

Using email in this manner is frustrating at best and dangerous at worst. Studies indicate that the word most frequently connected to email is STRESS. Whether it’s to reduce stress, or just default to easy-to-use tools, we gravitate to what we know.  And at work it’s easy to just use the same unprotected consumer chat, consumer messaging and consumer collaboration tools we use outside the office.  None of these solutions provide the enterprise level of security that IT departments require, and none of these are integrated into one platform that provides a single source of truth or long-term knowledge repository.  There is a better way, and it’s with a collaboration tool like Vmoso.

Government leaders, and all knowledge workers for that matter, should use a secure tool like Vmoso to communicate and collaborate.  Breaking away from the need to issue a task, push a message or use email to ineffectively collaborate can be done…and done today. Agencies and organizations will benefit from increased teamwork, better, more effective programs, and greater productivity. People with institutional or factual knowledge will be involved more often and in a wider circle within the organization.  Information becomes knowledge to be shared, and expertise rises within the agency or business.

Changing the way we approach workplace communication does not have to be a tectonic behavioral shift.  We are already doing it, just with disjointed, unconnected and risky tools.  The better choice is a solution that stores all of your communication in a secure cloud, has chat-like capabilities for instant messaging, organizes documents for easy access and searchability, is mobile centric for seamless use whether on a desktop, laptop or mobile device, and puts the user in control to collaborate internally, across the organization and outside with vendors, consultants and customers.

Whether it’s within a government agency, a 50-person small business or a 10,000-person enterprise, today’s worker needs mobile flexibility, secure tools and the ability to collaborate across an organization. Colleagues sit anywhere and everywhere—in the office, in another building, and in distant countries and time zones. As a result, a better way to work is required to fully leverage the talents and skills of every employee in the global workplace. Organizations need just take small steps to make it a reality while keeping all information secure.

And CIA Director Brennan….using AOL Mail?  With highly sensitive information?  We recommend giving Vmoso a try instead.

The Project Management Approach to a More Effective Workday

We go to work Monday through Friday. Most mornings we sit down at our desks, power up the computer and watch dozens if not hundreds of emails populate our inbox.  Next, a quick check of the calendar and we see all the meetings scheduled for the day. After a series of interruptions derails any progress on the day’s goals, we find ourselves wondering how we can work effectively in this type of environment.

Many of the surveys and studies over the past decade describe a similar image of the typical knowledge worker.  A 2014 Harris Poll, done on behalf of AtTask, found that employees at 1000-person companies or larger spend only 45 percent of their time on their primary work activities. The rest of their time is spent on managing interruptions, email, meetings, and mundane tasks not directly relating to their job.  This data highlights the lack of productivity facing today’s workers.  Rather than an indictment on our workplaces, this should be a wakeup call for the opportunity to improve how we all work. If productivity improvement equals growth, then companies must take the bold step towards growing through workforce enhancements.

Organizations, through executive leadership, should focus on improving workplace productivity and helping people work more effectively.  Because most work is a series of mini-projects and tasks, leaders should focus on promoting engagement and collaboration. When given a task or a deliverable, think of it as a mini-project to manage, and then think about who inside the organization you will need for insight, expertise and collaboration.

Using project management techniques will allow you to work more effectively and efficiently. Engaging colleagues and collaborating with other experts guarantees better results than working alone, as your peers are likely to suggest improvements and provide constructive feedback along the way.  Working together in real time, not through endless strings of emails, helps maintain focus and create accountability. It invites people to contribute. Tasks and deliverables are completed faster.  Engagement allows more people to make an impact and feel connected to the process.

Changing the cultural mindset is necessary, but providing tools to take advantage of the new way to work is required. Nurturing individual strengths for the collective good improves the transfer of knowledge in an organization.  Communication and collaboration tools allow for the conversation, discussion and overall content to reside in one place.  When collaboration occurs, information is easily accessible.  No one has to hunt for the most current version of a file or wait for someone to act.  Furthermore, if people are collaborating and solving problems together from the beginning, there is less need for meetings.  Fewer meetings free everyone to focus on real work.  Discussions and exchange of information have taken place organically throughout the process.

Working effectively also occurs outside the office, conference room or headquarters.  With remote employees and key contacts spread across great distances, knowledge workers need to be able to communicate and collaborate with colleagues whenever and wherever they are located.  Collaborating in real time regardless of time zone or geographical distance is the new normal.  The most productive organizations recognize it is not who does the work, or where the credit should go, but how to promote collaboration so the best work gets done.

Looking for a step you can take immediately?  Start working more efficiently right now by reducing the interruptions from your phone.

5 Steps to Improving Workplace Communication through Transparency and Accountability

Improving communication in the workplace is impossible without first building a culture of transparency and accountability. Trust is an essential prerequisite for effective workplace communication, and there can be no trust without a feeling of authenticity, cooperation and responsibility among your employees, managers, partners and customers. This feeling is created through transparent and accountable behavior consistently displayed by all members of the organization.

To achieve this type of behavior, your organization first must understand what a transparent and accountable culture looks like, what benefits are possible as a result, and finally, what steps you can take to create such a culture of your own.

What does a culture of transparency and accountability look like?

A transparent and accountable culture is characterized by a feeling of trust at all levels.  Management trusts employees with great amounts of responsibility and opportunity. Employees not only trust one another, but they also trust that management has their best interests at heart. Customers and partners trust the company, its people, and its products and services to perform as expected.

In a transparent and accountable organization, work is driven by collaboration, not competition. Employees freely share knowledge with each other for the benefit of the team, rather than hoarding information for personal advancement or gain. As a result, the organization is comprised of dependable, empowered employees who take initiative, propose new ideas without fear, support one another, respect management, own their mistakes, and take pride in their successes.

What are the benefits of this type of work environment?

A positive work environment is a nice idea, but does it pay the bills or keep shareholders happy? Actually, according to Forbes, creating a workplace that places a high value on transparency and accountability does, in fact, positively impact business results. The benefits are evident in many ways, most notably in:

Improved workplace communication. Transparency begets trust, and that trust creates an environment in which people are more likely to be honest, share ideas and knowledge, and collaborate towards common goals. In turn, countless benefits are realized, as improved communication is a factor in all of the results below.

The ability to attract and retain the best employees. When employees are given ownership and responsibility through inclusion and involvement in business processes, they tend to feel properly recognized and justly rewarded. As a result, they respond with loyalty—to the company and to each other.

Improved products and services. When your people are encouraged to speak up, concerns are addressed more easily, ideas flow more freely, and solutions are reached more quickly. In turn, products and services are made better and customers are kept happy.

Reduced exposure to risk. In a transparent and accountable environment, employees aren’t afraid of retaliation or punishment. As a result, they are willing to point out problems they discover before the problems escalate into major issues.

A satisfied and loyal customer base. Authenticity is evident in all public-facing aspects of the company, from strong customer service to products and policies customers can depend on.  When customers know your company can be trusted, they remain loyal—and everyone wins.

Five Steps to Improving Workplace Communication through Transparency and Accountability

1. Hire well. Fast Company suggests that building an environment of transparency begins with hiring. Hire employees comfortable with giving and receiving honest feedback. Ensure new managers are willing to put in the necessary time and effort to coach new hires in knowledge sharing and team collaboration. If long-time employees are hoarding information for personal advancement rather than sharing knowledge with each other, be willing to replace them for the benefit of the team.

2. Eliminate ambiguity. Remove any potential for confusion from all workplace communication, including company guidelines, roles, responsibilities and processes. Accountability begins with a clear understanding of who is responsible for which parts of the business, and employees struggle when management leaves important information open for interpretation. To avoid potential problems, follow up often and be firm about your expectations for open communication at all levels in the future.

3. Prioritize inclusivity. An environment of transparency and accountability is one based on inclusion. Although not everyone can be included in every decision, management should explain clearly why upper-level decisions were made when lower-level employees can’t be involved. Sharing as much information as possible with employees about how and why certain decisions are made helps ensure employees’ future decisions are in line with the company’s values and guidelines.

4. Focus on ownership. Results—both the failures and the successes—tell a story from which everyone in the company can learn. Forbes says that trusting your employees and giving them ownership over their work is key to creating a culture of accountability. However, that doesn’t mean that managers become silent observers. Continue to play an active role by providing guidance when necessary, celebrating team accomplishments, and providing support after failures.

5. Lead by example. Change happens from the top down, so management must be diligent about transparency and accountability at all times. Share freely, communicate often, and implement company-wide systems that are built to support and encourage a transparent and accountable workplace.

Conversely, what you do not do is equally important. Don’t reward teams or promote individuals who achieve their goals at their colleagues’ expense. In a culture of true transparency and accountability, how a success is earned is just as important as the success itself, so make it clear certain tactics won’t be tolerated. Celebrate true collaboration and knowledge sharing, and promote achievements that were earned the right way.

Taking even small steps toward building this type of culture will improve workplace communication and lead to a host of other benefits that will strengthen your organization. At BroadVision, we are infusing more transparency and accountability into our organization with Vmoso. Learn more about Vmoso here, and let us know the steps you’re taking in your own organization in the comments below.