Nextjump Divisions: Perks At Work and The Leadership Academy
Nextjump has two divisions that include ‘Perks At Work’ an employee benefits service and ‘The Leadership Academy’ which helps develop business strategies
Perks at Work offers an employee benefit program that provides discounts to over 50,000 products and services and includes anything from Lenovo laptops to massage therapy to ocular implants. The firm is still a part of NextJump Inc. which began as a coupon business in 1994 and has morphed in recent years into an e-commerce trading platform not unlike an employee-only Amazon service. The core of the business remains ‘Perks at Work’ which delivers these offers and benefits to employees of approved organizations, but there are other divisions within the company that appear to have a new focus for the firm and the fresh direction for the organizations co-ceo’s Charlie Kim and Meghan Messenger.
Leveraging the relationship that they have already established with HR departments across the world, the firm created ‘The NextJump Leadership Academy’ which is a new division that develops organizational leadership strategies to help companies and organizations through the challenges of succeeding in the modern business world and what changes need to be adopted to allow both the individual and organization to thrive. With a focus of adopting the new practices in a way to best suit an individual company’s culture, the service offers half day, full day, and 3 day fully immersive courses that show organizational leaders from other industries how to build a better workplace culture. The problem with that approach is that the Perks At Work model has not met with the same kind of success that its competitors have and the whole genre feels like it lacks some credibility.
Perks At Work (formerly known as CorporatePerks.com)
The ‘Perks At Work’ division has been around since 1994 and began life as a telephone coupon service for employers, then morphed into CorporatePerks.com in 1997. In 2015 the organization rebranded the service as PerksAtWork.com, but still operates CorporatePerks.com for legacy relationships, much like EBG and TicketsAtWork.com still operates PlumBenefits.com and WorkingAdvantage.com for their legacy clients. The service provides access to employees of approved US based organizations to any number of benefits of the service. The service allows HR professionals to share this information with their own staff in a number of different ways.The 17 types of offers that Perks At Work present include Apparel & Accessories, Automotive, Cell Phones, Education, Electronics, Entertainment, Financial Wellness, Flowers & Gifts, Food & Wine, Health & Wellness, Home, Insurance & Protection, Office, Pets, Sports and Travel.
NextJump Leadership Academy
Although it is unclear just how the social movement began, the Nextjump management must have woken up one day, bored with their own business and they set about creating a new business designed to help other businesses develop strategies that are based on their own first-hand knowledge. At times it appears that co-ceo’s at NextJump, Charlie Kim and Meghan Messenger, had swallowed a Six Sigma pill and washed it down with some Jim Jones Kool-Aid and come up with ‘The NextJump Leadership Academy’, but this is just the start of the wild ride that challenges many established business norms. The teaching and workshop environment is designed to help organizations embrace new approaches and philosophies towards their current status-quo way of innovating and operating their own businesses. The approach is intended to change the decision-making process at each of the attendees businesses, with an eye to a more engaging and collaborative strategy. The course uses various business philosophies and anecdotes gleaned from such notables as Malcolm Gladwell, Bill Campbell, Eric Schmidt, Jonathan Rosenberg, Alan Eagle, Roger L. Martin, A.G Lafley. Sadly, Fly Fishing by J.R. Hartley does not make the cut. The Leadership Academy ideas lead attendees to the finale which is the ‘Moneyball of Decision Making”, where five key traits define the new way of thinking for management looking to move into the 21st century with some updated ideas on old problems and some inspired real-world examples of how older companies have revolutionized the way that they operate.