Most Recent Articles
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Blog / Editor's Choice
The Founder's Mentality: How to Overcome the Predictable Crises of Growth
Book Review by Dylan Schleicher
Chris Zook and James Allen have a new book on strategy, and is the first of theirs that turns the company focus inward.
Categories: editors-choice, narrative-biography
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Blog / Book Giveaways
Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets
By Porchlight
Play Bigger is a playbook for developing a strategy and running plays that will make you a "category king."
Categories: giveaways
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Blog / Editor's Choice
Eccentric Orbits: The Iridium Story
Book Review by Dylan Schleicher
Veteran investigative journalist John Bloom tells the story of Iridium, which is by turns ambitious, stranger than fiction, cautionary, and instructive, and always completely engrossing.
Categories: editors-choice, narrative-biography
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Blog / New Releases
The Inevitable: Understanding the 12 Technological Forces That Will Shape Our Future
By 800-CEO-READ
From the visionary thinker and writer Kevin Kelly, a guide through the twelve technological forces that will shape the next thirty years and transform our lives.
Categories: new-releases
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Blog / ChangeThis
STOP Branding and START Activating (Part II of "A Manifesto for Thinking Small")
By Craig Wilson
"Part 1 of this series explored the inefficacy of 'Big Idea' campaign marketing and noted the success of brands practicing the contrary, described as a process of nurturing the character of an organization. Part 2 is presented as a manifesto to marketers and brand strategists to STOP Branding, to stop trying to create demand, to adopt a different frame of mind, to think in terms of relationship activation by being true to a set of principles that will connect them to existing, latent demand. Marketers don't generate demand. Great companies spend their time understanding what and where latent demand exists and build the products, services, and user experiences that connect to that demand. They delve into their founding principles and develop, invent, or innovate goods and services specifically driven and defined by those principles. Don't misinterpret this effort. It's not a matter of chasing market opportunity. It's as much an inward journey as it is recognition of the current state of any given market.
Categories: changethis
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Blog / ChangeThis
KNOW YOUR EVERYDATA: How To Avoid Being Misled By the "Little Data" You Consume Every Day
By John H. Johnson PhD, Mike Gluck
"Status reports. Emails. Weather reports. From the moment your alarm jolts you awake, you're bombarded with data. Here's an eye-opening fact for you: the amount of data you likely consume in a day—34 gigabytes—would fill dozens of pickup trucks if you printed it all out. So what's the problem with all this data? This: the majority of numbers you read in newspapers, hear on TV, and see at work are either wrong or misleading—or both."
Categories: changethis
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Blog / ChangeThis
The Internet as Art
By Virginia Heffernan
"In the last thirty years, the Internet has come to be regarded two ways: As an unstoppable alien invasion, fast destroying our minds and hearts, and also as the air we breathe—transparent and somehow beneath our notice. [. . . ] In fact, the Internet, in my view, is a massive and collaborative work of art—something billions of us contribute to every millisecond, with every Instagram photo, every 'like,' every message-board post, every tweet, every eBay review, every streamed video or song. We make, consume, and review art—photography, design, poetry, prose, film, and music. Why do we do this so committedly—compulsively, even—while also disparaging as trivial or evil the whole enterprise. What if, just for an hour or so, we suspended the assumption that the Internet is nothing but a public health hazard or a tool of the surveillance state or a means to a venal end. What if we're right in the moment we post to Snapchat or Pinterest—that the Internet is play, is expression, is challenge, is a call to greater eloquence, grander originality, most expansive community, and shrewder gameplay.
Categories: changethis
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Blog / ChangeThis
It's Time to Fix It!
By Roger Connors, Tom Smith, Craig Hickman, Tracy O. Skousen, Marcus Nicolls
"When you get accountability wrong, don't expect anything else to go right in your job, on your team, or in the organization as a whole. Treating only the symptoms of dysfunction that stem from poor accountability practices will cause you to lose time and miss opportunities to get real traction towards the results you want. When you get accountability right, everything else will go right as you execute, overcome obstacles, and work to get results."
Categories: changethis
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Blog / ChangeThis
The Social Business Mandate
By Clara Shih
"As venture capitalist Marc Andreessen has said, 'Software is eating the world. ' We live in an age in which every aspect of our lives from physical devices to offline services is being digitized; the impact of social media on consumers and business alike today is as profound as the rise of Google 15 years ago. Yet, many business leaders and CEOs are thinking about what I call Social Business in exactly the WRONG ways. The mistake leaders make is over-delegating social and digital efforts to fairly entry-level marketing and customer service teams. Senior executives then confuse having a social media team with having a social business, and have a detrimental misconception that these efforts are far from the business's core initiatives. In reality, business leaders need to personally own and drive these digital and social initiatives. To fully become a Social Business, an organization must truly embrace digital opportunities on every platform; and this transformation must be led by C-Suite Executives.
Categories: changethis
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Blog / ChangeThis
The Sweet Spot of Purpose: A Three-Legged Stool for Productivity and Success
By Dan Pontefract
"Far too many corporate social responsibility statements and annual reports claim, 'Our employees are our most important asset.' Is that what we are? Assets? No, we are not assets. We are not human capital. We are not headcount. You cannot count me. We are the individuals who make up our organizations. We are team members. We are co-workers. We are colleagues. We are individuals. We are both leaders and followers. We strive for purpose in our lives, and in the organizations that we work for. It matters not what level we reside on in the corporate hierarchy. We are all on the same team in defining and enacting that purpose. Team members are not an asset, but rather the key link to improving society. The importance of purpose on the lives of employees, and for the betterment of society, has become table stakes. Indeed, the individuals that make up the organization are its most important advantage."
Categories: changethis
