Author: JC Hurtado-Prater | Leadership Professor + Consultant

JC Hurtado-Prater serves as Assistant Dean and Associate Professor of Leadership at the Fermanian School of Business at Point Loma Nazarene University where he oversees the graduate business and leadership programs. In addition, through his company, Bluestone Consulting, LLC, JC serves as a leadership consultant for executives and teams at global organizations such as Johnson + Johnson, Cisco, Visa, U.S. Navy, U.S. Department of Interior, U.S. Centers for Disease Control, Harbor Freight, Park Hyatt and more. A veteran of the United States Army, JC earned a BA from UCLA, MBA through Saint Joseph’s College and is currently completing his doctorate in business administration through Indiana Wesleyan University. Passionate about community service in San Diego, JC serves on several local boards for organizations such as UC San Diego, South Bay Community Services, Thrivent Financial Southwest Region and Southwestern College Foundation. JC resides in the 4S Ranch area of San Diego, CA. In his free time, JC enjoys reading, working out and kayaking the California coast.

Company First? pt. 3

Within a company, what is the most important aspect… the people, the idea, the products or the company itself?  On Monday we asked this question. On Wednesday we went deeper on this idea of “Company First.” The reality is that companies that last are built when the company becomes the paramount and most central idea.  … Continue reading Company First? pt. 3 →

Company First? pt 1

Within a company, what is the most important aspect… the people, the idea, the products or the company itself?  Let’s see what Jim Collins, author of “Built to Last” has to say:  “Luck favors the persistent. This simple truth is a fundamental cornerstone of successful company builders. The builders of visionary companies were highly persistent, … Continue reading Company First? pt 1 →

Culture versus Process OR Culture as Process.

Why talk about culture? Can culture truly be defined?  When working with teams, often they get caught up in the friendliness – or lack of friendliness – of the dialogue in decision-making. If there exists dysfunction, consultants are brought in to help a team work together in ways that reduce dissonance.  Leave the dissonance alone. … Continue reading Culture versus Process OR Culture as Process. →

14 Steps of Resilience Execution

During times of crisis, disruption, change or adversity, what steps should organizational leaders be taking? Is there a clear process to execute through crisis that will guarantee organizational resilience?  Start with the 14 Steps of Resilience Execution (adapted from the Harvard Business Review’s article “September 11, 2001: A CEO’s Story” by Jeffrey W. Greenberg) :   … Continue reading 14 Steps of Resilience Execution →