The people part of business operations.

If you think only startups can generate breakthrough innovation, you’re wrong.

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Joanna Weidenmiller, CEO, 1-Page

In today’s fast moving markets, well-established firms are often accused of failing to come up with breakthrough innovations. Based on the resources available to them, they should be best positioned to deliver innovative products and technologies in their fields, but too often they seem to lose ground against smaller and more agile players. It probably was the modern combination of the internet and the rise of venture capitalists that changed the name of the game, by opening up a new source of disruptive innovation across every industry: the startup.

Deal or No Deal?

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the ceo magazine, mergers and acquisitions,

When companies merge or acquire, stakeholders usually expect that the whole will be greater than the sum of its parts. Unfortunately, the facts tell a different story. One plus one does not equal three, and too often it moves shareholder returns to the wrong side of zero. A once-exceptional organization can quickly take a turn toward mediocrity, or worse.

Coming to grips with “the intangibles”

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the ceo magazine, teamwork

Very broadly stated, business leaders have two categories of responsibilities to attend to: 1) the tangible, measurable-to-n-significant-digits hard stuff; and 2) the intangible, perhaps-measurable-but-only-by-proxy-at-best soft stuff. Most leaders are more comfortable working in category #1 since they also generally have a bias toward logical, rational, data-driven approaches to the issues at hand.

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