Issue 55

Stories, Storytelling, Story-Selling in Business
Feb. 12, 2009 - By: Tom Nies
55 "Good stories fascinate us all. They always have. They always will. At this moment in our nation’s history, we are seeing two epic stories evolving—in terms of our new President, and in the state of our economy. The story of Obama many believe is epic, and certainly the story of our nation’s recession and economic downfall is also a bu ...

A World Without Surprise
Feb. 12, 2009 - By: Andy Nulman
55 "The ChangeThis instructions read: 'If you have a book… please use it only as a jumping-off point from which to isolate a particularly intriguing idea.' Well, I have a book. It’s called Pow! Right Between The Eyes! And its particularly intriguing idea opens mouths, pops eyes and, may I say, whups ass. While potent and influential, it is also the most bullyi ...

Learning to View Your Customers as a Powerful Tribe
Feb. 12, 2009 - By: Ed Welch
55 "As a business it’s tempting to think of a 'tribe' as a 'customer base.' That’s wrong. People aren’t part of a tribe simply because they buy a product or service. What qualifies them as a tribe are their connections. Tribes of customers are connected to an idea, each other, products, services, employees, etc.—creating a network of c ...

Self, and Importance. A Call to Reflection and Action
Feb. 12, 2009 - By: Scott Ballum
55 "When we align ourselves with the opinions of others without examination, we are robbing ourselves of the opportunity to analyze our own preferences and desires, to determine our own solutions. We miss the chance to review the criteria others are utilizing, to question their biases and seek our own inspiration. In stunting the develo ...

Powerful Solving: In the Foundation of Innovation
Feb. 12, 2009 - By: Matthew N Battle
55 "In order to be powerful, you need to deliver as much force, covering as much distance, in the shortest time possible. Consequently, given a force, if you want to improve the power you need to apply the force over a greater range OR decrease the time needed! Let’s now make an analogy in the cognitive world. What is the force a ...

Issue 54

The Other Climate Crisis
Jan. 15, 2009 - By: Ken Robinson Ph.D.
54 “One climate crisis is probably enough for you right now. I think there is another one. This one is just as urgent as and has implications just as far-reaching as the crisis we’re seeing in the natural world. This isn’t a crisis of natural resources. It is a crisis of human resources. I think of this as the other climate crisis. […] The fact is, ...

This is Your Buyology
Jan. 15, 2009 - By: Martin Lindstrom
54 “I have spent years talking with brand fans; from obsessed Harley Davidson riders to young Japanese Hello Kitty admirers (one of whom, incidentally, owns more than 12,000 pieces of Hello Kitty merchandise), to devoted Irish Guinness beer drinkers. I’ve, time after time, been struck by the apparent parallels between the power of religion and of brands over fo ...

Leading with Agility
Jan. 15, 2009 - By: Kevin Cashman
54 “Learning Agility, which has four dimensions—Mental Agility, People Agility, Results Agility and Change Agility—is a key to unlocking our change proficiency. In fact, research studies by CCL, Mike Lombardo of Lominger, Robert Sternberg and his colleagues at Yale University, and Daniel Goleman point to Learning Agility as more predictive of long-term potential ...

The Aesthetics of Management
Jan. 15, 2009 - By: Marty Neumeier
54 “Okay. Everyone knows you can apply aesthetics to the curve of a fender, or the typography of a web page, or the textures in a clothing line. But it can be even more effective when you apply it to decision-making, upstream strategy, or organizational change. When you use the principles of aesthetics to address wicked problems, you can more easily navigate ...

Don’t Script, Improvise!
Jan. 15, 2009 - By: Mike Bonifer
54 "Businesses built to operate in the Networked World are as different from the Industrial Age models as a computer is from a multi-plane camera. Networked organizations are more biological than industrial. They resemble their employees more than their employees resemble them. They are highly adaptive, mobile, open, sensitive to their environment, and ultra-respo ...

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