Issue 119 | Published July 23, 2014

The Digital Marketer’s Manifesto The Digital Marketer’s Manifesto
By Lisa Leslie Henderson & Larry Weber

Published July 23, 2014 12:00 p.m. - “To succeed in a customer-centric world, we must truly see our customers. Not stalk them, but understand them. ... Indeed, the ability to see—to know where to look, to decode meaning from a glut of information and interactions, and reflect that understanding in our customer experience—is today’s primary source of competitive advantage.”
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The Caring Mandate The Caring Mandate
By Carol Sanford

Published July 23, 2014 12:00 p.m. - “It is very common to hear sales and marketing leaders talk about ‘relationship.’ ... We have to go toward something deeper and more at the core of relationship. I call it the Essence-to-Essence connection. Something in us connects with something outside of us, at a core level, and meaningful magic happens.”
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The Road (to Reinvention) Is Calling The Road (to Reinvention) Is Calling
By Josh Linkner

Published July 23, 2014 12:00 p.m. - “Companies, communities, and individuals fall for many reasons, but one of the most common—and easily avoidable—is the failure to reinvent. Those who feel the most secure in the status quo are in fact the most vulnerable. ... The disruption of ongoing innovation eventually topples any organization that fails to keep moving—to reinvent.”
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Gravy Train or Train Wreck? Which Leadership Train Are You On? Gravy Train or Train Wreck? Which Leadership Train Are You On?
By Kirk Dando

Published July 23, 2014 12:00 p.m. - “All leaders are conductors, steering their corporate ‘trains’ onward, upward and ever forward with knowledge, experience, confidence and enthusiasm—and, above all else, passion and a sure and steady hand. So ... exactly what kind of train are you running here?”
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The Most Important Company In the World: Intel, Moore’s Law, and the Heartbeat of Civilization The Most Important Company In the World: Intel, Moore’s Law, and the Heartbeat of Civilization
By Michael S. Malone

Published July 23, 2014 12:00 p.m. - “We now live differently, learn differently, communicate differently, an ultimately, think differently. … We have internalized Moore’s Law. Its beat is now our heartbeat; its pace of change is now the heartbeat of civilization.”
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The Four Faces of Change: A Tool for Change Readiness The Four Faces of Change: A Tool for Change Readiness
By Kevin Allen

Published July 23, 2014 12:00 p.m. - “I don’t believe much in change ‘management.’ That suggests we have the power to change forces much greater that we are. I do very much believe in change readiness—preparing yourself and your team for the opportunities that change affords.”
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Issue 118

Against the Odds: Startups that Make It
June 11, 2014 - By: Derek Lidow
118 “It is one of our saddest economic statistics: More than half small businesses fail within a few years of startup. ... I think that the solution is deceptively simple: entrepreneurs should stop thinking so much about the idea behind the business and focus instead on how to lead it.”


How to Unlock Employee Ideas to Power Your Organization
June 11, 2014 - By: Alan G. Robinson & Dean M. Schroeder
118 “It is time to change the way we run our organizations. Today, a growing number of organizations are becoming very good at promoting front-line ideas, and as a result are reaching extraordinary levels of performance.”


The Nature of Investing
June 11, 2014 - By: Katherine Collins
118 “We are all investors. We invest our time, our energy, our money. We invest every single day, as citizens, as consumers, as businesspeople. […] We need to reengage with investing in its essential, connected form—to reintegrate our professions with the real world, instead of the world on the screen. But how?”


Seven Steps to World Domination
June 11, 2014 - By: Lori Ann LaRocco
118 “You don't have to be a billionaire in order to be at the top of your game. In fact, you have more in common with the world’s most successful business leaders than you may think—you are probably already using some of the strategies they use without being aware of it.”


The Accelerating Organization: In a Faster Moving World, We Need Speed and Agility to Keep Up
June 11, 2014 - By: John P. Kotter
118 “Organizations everywhere are struggling to keep up with the accelerating pace of change—let alone get ahead of it. The stakes—the financial, social, environmental, and political consequences—are rising in a similar exponential way.”


Repairing the Hole in the Boat: How the Poor Can Save Capitalism
June 11, 2014 - By: John Hope Bryant
118 “What if there was a way to use the power of free market enterprise to lift every American and indeed every human being on the planet to a level of dignity, inclusion, fulfillment, engagement, economic security and stability? Wouldn’t that be a truly noble cause?”



Issue 117

How to Ignite Innovation with F.I.R.E.
May 14, 2014 - By: Dan Ward
117 “The pattern of rapid, thrifty innovation shows up across a large range of technical contexts and genres. Whether we are talking about submarines or software, medical or military technology, the most impactful and successful innovations tend to be produced by small teams with short schedules, tight budgets, and strong commitments to simplicity.”


The 3 Stoic Disciplines: How to Turn Your Trials Into Triumphs
May 14, 2014 - By: Ryan Holiday
117 “Great individuals, like great companies, find a way to transform weakness into strength. It’s a rather amazing and even touching feat. They took what should have held them back—what in fact might be holding you back right this very second—and used it to move forward.”


12 Myths that Lead to a Busy, Unfulfilling Life
May 14, 2014 - By: Greg McKeown
117 “15 years ago, I quit law school to pursue one overarching question: ‘Why do capable people fail to breakthrough to the next level?’ The answer to the question, to my great surprise, is success. ... In other words, I found that success can be a catalyst for failure.”


Make Your Company Smarter
May 14, 2014 - By: Geoffrey James
117 “Corporate culture is like the banks of a river and the behaviors in the corporation are like water that flows inside those banks. Over time, these behaviors dig the channel deeper, reinforcing the culture, which in turn reinforces the behaviors. The deeper the channel, the harder it is to change behaviors ... ”



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