Issue 174

Why Women Are Especially Well-Suited for Professional Partnerships
174
Published March 22, 2019 - By Claire Mazur & Erica Cerulo

“Slow and steady progress toward dismantling male dominance at the office has carved out space for women to collaborate instead of compete professionally … As more and more women have taken the opportunity to form meaningful partnerships with one another, they’ve started to reveal the power that those pairings can have and to shift perception of what it looks like when women work together.”

Navigating the Ninja Future
174
Published March 22, 2019 - By Gary Shapiro

“We are entering a new era of innovation. The pace of change is accelerating. And in the midst of this change, stability seems sensible—but sameness is not a winning strategy. In our fast-moving economy, businesses and governments that stick with what’s worked in the past will be left in the past.”

The Customer Centricity Manifesto: Leverage Customer Lifetime Value to Create a Winning Strategy
174
Published March 22, 2019 - By Peter Fader & Sarah E. Toms

“Across the spectrum, companies are struggling to turn a wealth of new information into actionable insights that drive value for their organization— and for customers—because frankly, most business approaches to sales, marketing, data analytics, and finance remain stuck in a bygone era.”

Discovering the Power of Positive Transformation
174
Published March 22, 2019 - By Lucia Giovannini

“As human beings, we’re all capable of embracing change. Opening up to any kind of change takes work and time, but by developing the right tools and skills to cope with it, over time, we can train ourselves to open our arms to welcome almost any change we encounter, whether it be chosen or forced upon us.”

Putting People First and Product Second: A New Approach to Sales
174
Published March 22, 2019 - By Steve M. Rigby

Careers can be difficult, particularly those that involve sales. I know. I’ve sold sawmill equipment and starved. I’ve sold automobiles and sucked. I’ve sold real estate and struggled. Hey, at least I was consistent and persistent. Then, I succeeded beyond my wildest dreams. So what changed? What was different? Why the turnaround? As corny as it may sound, I learned how to smile.”


Issue 173

Enough of MORE: Better is Better
173
Published Feb. 20, 2019 - By Henry Mintzberg

“Enough of MORE—all this excessive production and consumption, with its destructive waste and warming. MORE is ravaging our enterprises, our societies, our planet, and ourselves. We can do better.”

Hustle & Float: Reclaim Your Creativity and Thrive in a World Obsessed with Work
173
Published Feb. 20, 2019 - By Rahaf Harfoush

“It turns out, the strategies we’re putting in place to increase our productivity are hurting our creative performance. By industrializing our creative skillset, we’ve prioritized performance and ignored critical hidden forces at play—our cultural, historical and biological baggage—that underlie and influence our conceptions of work.”

Scaling Leadership: A Manifesto
173
Published Feb. 20, 2019 - By Robert J. Anderson & William A. Adams

“Ineffective leadership caps the ability of an organization to grow. Leadership that works at one level of scale is likely to run into serious limitations at the next level. The men and women who may be well-suited to lead a 100-person business unit with $30 million in annual revenues may be unable to lead a 250-person business unit with $100 million in annual revenues.”

Why CEOs and Boards Need to Be Fearless
173
Published Feb. 20, 2019 - By Jean Case

“Board members also need to be champions of, and networkers for, the organizations they serve. And, particularly in a world where change is accelerating and disruption is becoming the norm, board members also need to step up and challenge the organizations they care so much about—and the same goes for CEOs.”


Issue 172

Stop Undermining Democracy and Your Business
172
Published Jan. 23, 2019 - By Carol Sanford

“Why is it that organizational leaders, and people in general, have such difficulty recognizing the negative impacts of their business practices and work designs? Why do we so deeply believe in what is later found to be not only untrue, but often harmful? … I believe it is the lack of a discernment and reflective process to examine what we are sold.”



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