Manifestos tagged with Leadership & Strategy


The Resurrection of the American Dream
May 15, 2019 - By: Craig Hall, with Linden Gross
“The statistics and research are clear—over the course of the last several decades, the number of new startups in the U.S. has been on a steady decline … 75 percent of venture capital in the U.S. goes to only three areas—Silicon Valley, New York, and Boston. This has left much of the United States a wasteland in terms of entrepreneurial activity. And the punches keep on coming.”
How to Green Your Company
May 15, 2019 - By: Gay Browne
“Traditionally, responsibility means looking out for the bottom line, and reporting financial performance to your shareholders if you are a publicly traded company. In today’s world, responsibility is taking on a whole new meaning, including looking out for your employees and the natural environment.”
How to Turn Complexity Into Advantage
May 15, 2019 - By: David Komlos & David Benjamin
“With all the fuss about unprecedented and accelerating complexity, you’ll probably be surprised to hear that today’s standout leaders are solving their organization’s defining challenges … They have upended conventional wisdom and replaced it with a new underlying logic, from which when understood, there’s no turning back.”
The Future of Sales is Radically Transparent—Are you Ready?
May 15, 2019 - By: Todd Caponi
“How can sellers understand technology advancements, adjust, and actually have buyers looking forward to their interactions with sales professionals? How can sellers become no longer a necessary evil, but the key element in an easy, successful, confident decision making process? Transparency.”
Leading Loyalty: Cracking the Code to Customer Devotion
April 17, 2019 - By: Sandy Rogers, Leena Rinne, and Shawn Moon
“You build customer loyalty when the people in your organization show empathy for customers, take responsibility for helping them reach their real goals, and treat them generously. Earning loyalty is much more than teaching good service techniques.”
Reinventing Reinvention: Choosing the Continuous ‘Wise Pivot’ Over One-Time Transformation
April 17, 2019 - By: Omar Abbosh, Paul Nunes, and Larry Downes
“It turns out that the best response to constant and potentially devastating change is continuous rebalancing of an energized innovation portfolio, applied with as much creativity to older parts of your business as it is to the new. We call this self-renewing process ‘The Wise Pivot.’”
Why Women Are Especially Well-Suited for Professional Partnerships
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
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
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.”
Scaling Leadership: A Manifesto
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.”



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