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Firms that frequently highlighted their new CEOs in press releases and social media saw higher analyst ratings and an estimated $213 million increase in market capitalization. The CEOs themselves benefited as well, with higher compensation, more board appointments, and lower turnover—suggesting that early, visible messaging around leadership transitions can create lasting value.":1,"#Why Your PR Team Should Go All Out for a New CEO":1,"#Recently Viewed (1545)":1,"#This website utilises technologies such as cookies to enable essential site functionality, as well as for analytics, personalisation, and targeted advertising. You may change your settings at any time or accept the default settings. You may close this banner to continue with only essential cookies.":1,"#Recently Viewed (1545)":1,"#the-upskilling-imperative":1,"#ISBN: 978-1-260-46668-3":1,"#by Shelley Osborne":1,"#Effective learning cultures develop and foster agile learners across all ranks and tenures. Learning and development (L&D) teams can...":1,"#Clicking this link will redirect to relevant products for the Author Shelley Osborne.":1,"#: minutes":1,"#You are signed in as ":1,"#W: Will":1,"#Retailers can be invisible by utilizing their customers’ existing technologies. For instance, by integrating social media into their CX or leveraging smart payments and AI, retailers can build on user experiences and technologies that are integrated into customers’ daily lives. However, leaders should adopt these strategies cautiously. Integrating emerging technologies into their retail experience may attract new, tech-savvy customers, but it can also put off customers partial to a familiar CX.":1,"#In the post-digital era, customers expect that ubiquitous technology pervades their customer experience (CX). They assume that advanced sensors collect and analyze their data in real time, transforming their brand experience. They also expect this to happen seamlessly—invisibly.":1,"#Be Invisible":1,"#Achieving exponential growth through collaboration comes with a range of benefits, including core competencies, resources, and expertise; expanded market access; accelerated time to market; shared cost solutions; shared risks and liabilities in uncertain environments; and increased innovation and creativity. Challenges include cultural clashes, loss of control, intellectual property concerns, and a limited opportunity from partnering with one entity.":1,"#An exponential organization achieves rapid growth by leveraging advanced technologies, decentralized structures, and external networks to outperform their rivals. “Being exponential” means embracing innovation through collaboration and adaptability. It also requires recognizing limitations, identifying growth opportunities, and strategically deciding whether to solve problems internally or collaboratively.":1,"#Be Exponential":1,"#Being a destination is vital for brick-and-mortar stores, where they can use their physical space, combined with technology, to create engaging, transformative experiences for customers. Strategies range from converting retail spaces into venues and gathering spaces to investing in robots and virtual/augmented reality experiences for clients. The common denominator for these strategies should be compelling value proposition, strong brand identity, and social interaction.":1,"#By thoughtfully shaping the environment where products or services are presented, retailers can craft immersive experiences that influence consumer perceptions, strengthen brand loyalty, and drive differentiation. Whether transactional, educational, or entertainment-focused, these destinations can create lasting customer engagement. Strategies retailers can employ include brand-aligned destinations, third-party marketplaces, and digital trust and accessibility.":1,"#Be a Destination":1,"#Leveraging cutting-edge tech, including AI, can foster pattern recognition, performance-driven real-time optimization, and personalization at scale. Yet, these advances shouldn’t come at the expense of the human expertise—creativity, empathy, complex problem-solving, and ethical decision-making—that sustains your company and differentiates your brand.":1,"#The new era of retail requires companies to integrate digital innovation with human expertise. This includes balancing automation with human interaction, leveraging employees’ unique skills, and fostering collaboration between artificial intelligence (AI), robotics, and human workers. To foster this integration, leaders should invest in reskilling and upskilling their employees while cultivating a company culture that values creativity, critical thinking, and emotional intelligence.":1,"#Be Human":1,"#Unlike customization, which allows customers to select from predefined options, personalization proactively uses data-driven insights to anticipate customer needs in ways that feel bespoke. Leaders will need to address issues such as privacy concerns, implementation challenges, homogenized experiences, and bias and stereotyping. However, in today’s hyper-competitive retail landscape, companies that master personalization can differentiate themselves, attract new customers, and foster enduring brand loyalty.":1,"#Personalization stems from the fundamental human need to be seen as individuals. By leveraging technology to understand customer preferences, businesses can tailor offerings, recommendations, and communication to create personalized experiences, thereby fostering loyalty, driving growth, and refining targeted marketing strategies.":1,"#Be Personal":1,"#Adopting an optichannel strategy can help retailers create the ideal onlife customer journey. By understanding how technology shapes consumer behavior and prioritizing relevance over sheer availability, companies can design selective meaningful interactions that maximize value.":1,"#Customer experience consistency. Synchronizing pricing, promotions, communications, and service across all touchpoints requires strong organizational alignment.":1,"#Operational conflicts. Managing inventory and logistics across multiple channels can create friction between physical and online stores.":1,"#Tech integration. Merging new technologies with legacy systems can be costly and complex.":1,"#Fragmented structure. Retailers often struggle with coordination due to separate teams managing different channels.":1,"#Retailers aiming to keep pace with the onlife shift face four types of challenges:":1,"#A corollary to online , the concept of onlife reflects the seamless integration of physical, digital, and virtual experiences in the post-digital era. As technology becomes deeply embedded in daily life, online and offline interactions deepen, influencing and reshaping each other in real time.":1,"#Be Onlife":1,"#Ultimately, ambidexterity allows businesses to evolve in complex environments while ensuring long-term resilience. Successful implementation, however, requires addressing cultural misalignments and fostering a mindset of continuous innovation.":1,"#Stimulate cultural shifts and accelerate the transition toward an adaptive mindset.":1,"#Balance stability and change in order to protect existing business operations while exploring new ventures.":1,"#Support iterative learning by embracing discovery-driven strategies and accepting failure as part of growth.":1,"#Hire diverse talent to encourage fresh perspectives and positive internal tension.":1,"#The following strategies can help leaders foster organizational ambidexterity:":1,"#Companies should avoid competing in oversaturated markets where products are seen as interchangeable, prices dictate success, and profit margins steadily decline. Instead, they should seek new opportunities in untapped markets, fostering innovation and maintainable growth. This strategy is particularly relevant for legacy retailers competing against agile newcomers.":1,"#Be Ambidextrous":1,"#For leaders, a purpose-centered strategy can yield benefits such as focus, engagement, trust, talent acquisition and retention, customer loyalty, and sustainability.":1,"#Companies today are expected to focus on more than profits. Customers and employees expect them to prioritize broader responsibilities, from maintaining ethical partnerships to supporting local communities. This form of corporate social responsibility has evolved into a critical business strategy driven by heightened social awareness, environmental concerns, and a commitment to inclusivity.":1,"#Be Purposeful":1,"#A humbitious leader values credibility over visibility, is receptive to feedback, illustrates servant leadership, exhibits humility without weakness, is adaptable and willing to learn, values diverse perspectives, and is able to balance personal and collective success.":1,"#To navigate volatility, post-digital retail leaders should embrace humbition —a balance between humility and ambition. Humbitious leaders prioritize credibility over visibility, welcome feedback from all levels, and embrace servant leadership by empowering others. They understand that leadership isn’t about control but about fostering autonomy, creativity, and problem-solving. They also remain adaptable—reinventing themselves, learning from experience, and valuing diverse perspectives to stay competitive.":1,"#Be Humbitious":1,"#Part II: The 10 BEs of Post-Digital Retail":1,"#In this volatile environment, brands must rethink how they engage with evolving customer values, which now prioritize sustainability, inclusivity, and equality over traditional luxury. For retailers looking to remain competitive, clinging to past strategies is risky. Instead, leaders should embrace change through a well-defined framework designed to navigate uncertainty.":1,"#While ripe with opportunity, the uncertainty of the post-digital BANI era presents unavoidable challenges. As established companies struggle to keep pace with start-ups and emerging technologies, macroeconomic challenges, such as rising costs, supply chain disruptions, and recession threats, add further strain. Internally, many retailers contend with inefficient data utilization, limited digital expertise, and weak collaboration.":1,"#While calculating their marketing strategy in the post-digital era, retailers considering a mall presence should consider regional differences, e-commerce integration, enhanced experiences (e.g., entertainment, dining, and community events), and mixed-use developments.":1,"#A widely noted feature of retail’s digital era is the decline of shopping malls. This has been especially prominent in the United States, where e-commerce has shifted consumer habits away from mall shopping. This decline, however, isn’t universal. Malls in parts of Europe and emerging markets continue to thrive, often serving as modernization hubs.":1,"#Shopping Malls Apocalypse":1,"#To shape their brand personality, companies need to find the right blend of high tech and high touch, investing in tech wisely while ensuring regulatory and ethical considerations.":1,"#A well-managed combination of technology and human interaction unlocks the full potential of personalization. Companies should prioritize human engagement when empathy, creativity, humor, problem-solving, and ambiguity management are needed. To create optimal customer experiences, retailers should blend analytical and intuitive thinking, technology-driven efficiency, and a personal touch.":1,"#Central to an optichannel strategy is a high tech + high touch approach, one that balances seamless technology and meaningful human interaction. While this balance varies by industry, business type, and audience familiarity with digital tools, leaders should recognize that human connection often creates more impact than technology.":1,"#High Tech + High Touch":1,"#While considering these advantages, leaders should also bear in mind that, as new touchpoints emerge, the temptation to revert to a costly ominchannel strategy can be strong. Instead, retailers should balance customer expectations and sustainable business objectives.":1,"#As hybrid purchasing and consumption patterns have proliferated, tracking customer behavior has become essential. Leaders should adopt a three-dimensional customer journey that seamlessly connects physical, digital, and virtual touchpoints, creating engaging customer experiences. This can be achieved with strategies such as immersive product visualization, remote customer interaction, virtual try-on solutions, and interactive virtual events.":1,"#The Post-Digital Customer Journey":1,"#To minimize these risks, leaders should instead adopt an optichannel strategy. Like the omnichannel model, it aims to create a seamless, customer-centric brand experience across channels. However, an optichannel approach selectively blends physical, digital, and virtual touchpoints—from events in brick-and-mortar stores to apps and presence in the metaverse—rather than trying to connect with customers at every touchpoint. It’s a more efficient and sustainable strategy for the post-digital era.":1,"#Rising customer expectations: Meeting experiential benchmarks set by agile digital-native competitors.":1,"#Channel conflicts: Integrating inventories and aligning incentives across departments without creating internal friction.":1,"#Data management issues: Collecting and analyzing data from various sources to make it actionable and profitable.":1,"#Operational complexity: Managing resources across all channels using new processes for inventory, order fulfillment, and customer service.":1,"#High implementation costs: Affording the staff, technology, and logistics to ensure seamless integration across channels.":1,"#As customers move between digital and physical experiences, they expect a frictionless journey. Since digital technologies revolutionized retail, this has meant synchronizing channels in real time—creating an omnichannel strategy with touchpoints at every stage of customers’ online and offline journey. Though a digital-age standard, this strategy presents several key challenges:":1,"#Omnichannel Is Dead. Long Live Optichannel":1,"#Leaders should integrate online and offline sources into a seamless customer experience. This requires first-party data, merged with different datasets, that show how you can gain a competitive advantage, strengthen customer loyalty, and improve efficiency—building a brand based on value.":1,"#For both start-ups and established companies, the ability to collect, refine, analyze, and monetize data is crucial. For data to be useful, it must be processed into actionable information through several key steps, including validation, aggregation, cross-referencing, contextualization, analysis, and application.":1,"#Contemporary marketing is about creating value. By leveraging data, marketers can strategically use the main levers of the marketing mix, centering brand value in their product launches. This requires an innovative, data-driven marketing strategy directed at the correct audience.":1,"#Making People Want Things Isn’t Enough":1,"#Meeting experiential benchmarks has become a prerequisite of any brand’s success. Customers demand hyper-convenience, especially in the last-mile-of-service delivery. Meeting these benchmarks can be especially challenging for traditional retailers built on physical infrastructure compared to start-ups with more flexible digital-centric strategies. Nevertheless, any retailer aiming to stay competitive in a low-margin sector should focus less on industry rivals and more on creating optimal D2C sales experiences.":1,"#When leading digital-native retailers set high standards for delivery times and return policies, they redefine what customers consider acceptable. These experiential benchmarks, typically set by top-performing brands, have become industry-wide standards, and retailers that fail to meet them risk appearing outdated and losing customer loyalty.":1,"#Experiential Benchmarks":1,"#Adopting this direct-to-consumer (D2C) approach requires new skills and capabilities. Leaders need to weigh D2C’s benefits alongside considerations like omnichannel strategy, hybrid models, customization, and continuous improvement.":1,"#With digital technologies decoupling presence from location, the ways companies interact with consumers have been transformed. This shift has led to disintermediation, where companies use digital channels like e-commerce and social media to bypass intermediaries and connect directly with customers.":1,"#The Direct-to-Consumer (D2C) Revolution: A Double-Edged Sword":1,"#To embrace a guiding purpose, leaders must tackle key post-digital era challenges like transparency in production, stronger supply chain oversight, and material traceability. Encouraging collaborations can also boost sustainability. These forms of corporate social responsibility have become mandatory, as customers and stakeholders expect companies to acknowledge their impact beyond financial metrics.":1,"#Central to any company’s strategy, success, and transformation is purpose. Defined by competence, culture, and cause, a clear purpose helps organizations set direction and align their actions with larger goals—all vital in a brittle, anxious, nonlinear, and incomprehensible (BANI) business environment.":1,"#Central to any company’s strategy, success, and transformation is purpose. Defined by competence, culture, and cause, a clear purpose helps organizations...":1,"#Purpose, People, Planet—Therefore Profit":1,"#Digital maturity—the ability to distinguish between valuable innovations and unnecessary trends—is vital in a post-digital era, where not all technological advancements offer strategic benefits. Leaders who hold onto outdated methods while ignoring the need for agility and adaptability risk their organization’s long-term success.":1,"#When adapting to change, too many organizations lean on past experience. However, in volatile environments this conservative approach can lead to stagnation, as risk-averse leaders hesitate to take decisive action.":1,"#Running Backwards":1,"#Part I: The Post-Digital Era":1,"#To meet today’s retail challenges, leaders should develop a healthy balance of humility and ambition and choose selective collaborations to increase market access.":1,"#Success in an evolving, post-digital retail environment requires leveraging leading-edge technology balanced with a human touch.":1,"#In the post-digital era, companies should adopt an optichannel strategy that creates selective touchpoints across a customer’s physical and virtual journey.":1,"#Retail is shifting from a period transformed by digital technologies into a post-digital era that seamlessly blends the analog and digital worlds.":1,"#Digital technologies have revolutionized both customer experiences and the retail landscape. Companies hoping to remain competitive have had to transform their strategies. Now, as retail shifts into a post-digital era in which customers expect a seamless integration of the physical and digital worlds, retailers need to adapt once more. In Redefining Retail, Philip Kotler and Giuseppe Stigliano explain how. A playbook of actionable insights and strategies, this book appeals to any leader seeking to build brand value, foster growth, and navigate retail’s next era in a hyper-competitive business environment.":1,"#©2024 Giuseppe Stigliano and Philip Kotler":1,"#by Philip Kotler, Giuseppe Stigliano":1,"#10 Guiding Principles for a Post-Digital World":1,"#Clicking this link will redirect to relevant products for the Authors Giuseppe Stigliano.":1,"#Giuseppe Stigliano, PhD, is an entrepreneur and a manager with 20 years of international experience in marketing and communication services. He serves as Global CEO at Spring Studios and is an adjunct professor of marketing at prestigious universities and business schools.":1,"#With loyal, mutually beneficial relationships established and fostered by an optichannel strategy, lasting attachments with customers can grow, bringing retailers stability in a BANI environment.":1,"#To build this form of loyalty, leaders should emphasize connection, trust, personalization, quality, familiarity, and incentives. Tailoring services and offerings to customer preferences is made easier by invisible technology that gathers data across the customer journey. Meanwhile, failing to address the opposite—poor customer experience, lack of personalization, and scarce value for money—typically leads to customer churn.":1,"#Companies, like people, thrive in loyal relationships. Leaders in the post-digital age should cultivate relationships where the value exchanged between company and customer remains balanced and mutually beneficial.":1,"#Be Loyal":1,"#Clicking this link will redirect to relevant products for the Authors Philip Kotler.":1,"#Philip Kotler, Giuseppe Stigliano":1,"#Stella Grizont":1,"#Politica sulla riservatezza":1,"#As businesses enter the Age of Intelligence, traditional data accumulation is no longer enough—organizations must transform their data into a dynamic intelligence network. The enterprises best prepared for this era design interconnected, real-time data ecosystems that power human–AI collaboration, autonomous decision-making, and continuous innovation. A future-ready data strategy emphasizes velocity over volume, trust as a competitive differentiator, and seamless integration across the entire value chain to turn information into intelligent action.":1,"#Venkat Venkatraman, Manish Sood":1,"#Is Your Enterprise Data Strategy Ready for the Age of Intelligence?":1,"#Many organizations are sitting on valuable proprietary data but lack a clear plan for commercializing it. As interest in selling data grows—driven by advances in AI, pressure to find new sources of revenue, and the success of firms like Amazon, Mastercard, and Instacart—leaders need a structured approach. The most effective strategies start close to home: with core businesses, existing partners, and a focus on data that supports the company's primary mission. To succeed, companies must first clarify who their data customers are and what problems the data will solve. They also need to choose between direct monetization, such as subscriptions or licensing, and indirect approaches that embed data into existing offerings. And regardless of the method, data privacy, regulatory compliance, and reputational risk must be addressed from day one. Finally, how the data is packaged matters. Firms can sell raw data, bundle insights, or deliver commercially ready products. The more complete the offering, the greater the potential for strategic differentiation—and sustainable returns.":1,"#High-performing leaders often face internal limiting beliefs that hinder their effectiveness and career growth. Identifying and reframing these hidden blockers can unlock greater leadership potential and improve team and organizational outcomes. Common limiting beliefs include the need to be involved in every detail, an urgency for immediate results, a belief in always being right, a fear of making mistakes, expectations that others should perform like oneself, an inability to say no, and feelings of not belonging. Overcoming these blockers involves recognizing and naming the limiting belief, understanding its origins and impact, and reframing it into a more productive belief. Leaders can then support their teams in identifying and overcoming their own limiting beliefs, fostering a culture of growth and improved performance.":1,"#Muriel M. Wilkins":1,"#The Hidden Beliefs That Hold Leaders Back":1,"#Suraj Srinivasan, Robin Seibert, Mohammed Aaeser":1,"#How to Monetize Your Data":1,"#The Wall Street crash of 1929 is widely regarded as the definitive stock-market collapse of modern times. What's perhaps less widely known is that it was preceded two decades earlier by the almost equally dramatic crash of 1907. With the 20th anniversary of the global financial meltdown of 2008 now just a few years away, it's hard to resist drawing parallels between the events that took place a century ago and what's happening today.":1,"#Lessons from Market Crashes Past":1,"#Political and regulatory whiplash is forcing companies to rethink how they weather hostile environments. Beyond the familiar strategy of speaking out against policy or exiting business lines, strategic hibernation offers a way to preserve core capabilities while minimizing exposure, enabling rapid reentry when political winds change. Historical examples—from Prohibition-era brewers, to biotech firms navigating U.S. stem cell restrictions, to Indian banks under financial repression, to Chinese tech companies under state crackdowns—show how maintaining essential assets, investing in political risk intelligence, and calibrating public visibility can safeguard long-term objectives. Done well, this approach allows organizations to sustain critical capacities, avoid mission drift, and reemerge stronger when sentiment and regulations change.":1,"#Christopher Marquis":1,"#Is This a Moment for Strategic Hibernation?":1,"#Case Study: Should a CHRO Abandon Performance Improvement Plans?":1,"#As companies pour trillions into transformation efforts, few see lasting results. That's because most organizations approach change like machines—rigidly, predictably, and from the top down, argue Amazon Web Services enterprise strategists Jana Werner and Phil Le-Brun. In this article, adapted from their forthcoming book The Octopus Organization (Harvard Business Review Press, 2025), the authors offer a radically different paradigm: the Octopus Org. Modeled after one of nature's most adaptive and intelligent creatures, the Octopus Org distributes decision-making, senses change in real time, and continually adapts. Unlike \"Tin Man\" organizations that view business as complicated but controllable, Octopus Orgs recognize the truly complex nature of today's world, which is nonlinear, uncertain, and constantly evolving. The key to thriving in it is to change antipatterns—deep-seated habits that compromise clarity, ownership, and curiosity. The shift to this model doesn't unfold in predictable, scalable phases. It happens organically, as local teams solve meaningful problems and share what works. The prize? Greater adaptability, deeper engagement, stronger innovation, and, ultimately, lasting advantage.":1,"#Phil Le-Brun, Jana Werner":1,"#Become an Octopus Organization":1,"#The article reports on the research \"Can Stereotype Reactance Prompt Women to Compete? A Field Experiment,” by Sophia L. Pink et al., published in Organization Science in 2025.":1,"#How to Get More Women to Apply for Top Jobs":1,"#A study of over 10,000 companies across North America, Europe, and Japan found that stability can create lasting value even without revenue growth. Firms with steady, near-zero growth delivered market-level shareholder returns with 12% lower volatility, greater resilience, and a reduced risk of severe value collapse, and many have lasted nearly 100 years. Among stable firms that outperformed the market, strategies included maximizing value from existing customers, shifting to asset-light services, expanding margins, vertical integration, and offering consistent dividends. The findings suggest that disciplined, long-term approaches—often supported by ownership concentration—can generate durable value, though leaders must remain alert to evolving opportunities and the limits of stability-focused strategies.":1,"#Barbora Havelkova, Adam Job, Valentin Szekasy, Ulrich Pidun":1,"#Growth Isn't the Only Way for Companies to Create Value":1,"#This article discusses an analysis of 1,000 Russell 3000 companies from 2019 to 2024 that found that reductions in selling, general, and administrative (SG&A) expenses did not correlate with increases in market value. The findings suggest that cost cutting, without complementary strategic initiatives, fails to drive sustainable shareholder returns.":1,"#Cost Cutting Alone May Not Lead to Higher Shareholder Returns":1,"#A case study is presented in which a Chief Human Resources Officer (CHRO) discovers that the company’s performance improvement plans (PIPs) are largely ineffective, with only 15% of participants completing them successfully and many others leaving or taking stress-related medical leave. While PIPs provide legal protection against wrongful termination claims, their current design appears punitive rather than developmental, contributing to high turnover and significant financial costs. The CHRO proposes reforming PIPs into a supportive, skill-building program to retain talent and rebuild trust, but faces resistance due to budget constraints, ongoing organizational changes, and skepticism from senior leadership. The case highlights the challenge of balancing legal compliance, cost management, and genuine employee development in performance management systems.":1,"#Devasheesh P. Bhave, Angela Geffre, Cheah Sin Mei, Chris Yeh":1,"#The article discusses research conducted by the research and advisory company Gartner, titled \"CHRO Strategies to Elevate C-Suite Performance.\" According to the article, senior leadership teams (C-suites) often function as a collection of individual leaders rather than as a unified leadership team. The article also features an interview with Kim Mota, Chief Human Resource Officer (CHRO) at the cybersecurity company Barracuda Networks. INSET: \"We Want What's in the Best Interest of the Team.":1,"#Does Your C-Suite Really Operate as a Team?":1,"#An introduction is presented in which the editor in chief discusses several topics featured in this issue, including effective senior leadership and a new \"In Focus\" section on the theme of Leading in a Low-Growth Economy.":1,"#A Counterintuitive Approach to Leadership":1,"#Mary Olson-Menzel":1,"#Book Summary | Bradley Staats":1,"#Video | Kara Goldin":1,"#How do you write an email or connection request that grabs your prospects’ attention? Stephen “Shed” Shedletzky shares the 5-point method he has used to connect with world-class thought leaders and prospective clients, hiring managers, and contacts.":1,"#How to Make Strong Connections Through Email":1,"#Matt Chanoff, Mark Wegman, Merrick Furst, Daniel Sabbah":1,"#Elena Grotto, Felicia Joy":1,"#Source: Humanix Books":1,"#Questo sito web utilizza tecnologie come i cookie per abilitare le funzionalità essenziali del sito, nonché per analitici, personalizzazione e pubblicità mirata. Puoi accettare le impostazioni predefinite oppure modificare le impostazioni in qualunque momento. Puoi chiudere questo banner per continuare con solo i cookie essenziali":1,"#Book Summary | Shelley Osborne":1,"#Overcoming Unconscious Bias":1,"#Unconscious bias influences how we perceive and interact with others—often without us even realizing it. Dr. Lisa Jenkins Brown explains how recognizing and challenging our biases can lead to better decisions, stronger teams, and a more inclusive workplace culture.":1,"#Cerrar este diálogo":1,"#Se abre en una nueva ventana":1,"#The article focuses on the importance of reshaping personal career narratives to facilitate professional growth and opportunities. It emphasizes that outdated and negative self-stories can hinder career advancement, suggesting that individuals should reflect on their experiences with a future-oriented perspective. The author introduces the CAR model—Context, Action, Result—as a framework for crafting empowering narratives that highlight one's strengths and unique contributions. Additionally, the article encourages individuals to identify their \"golden thread,\" which connects their experiences and aspirations, ultimately guiding them toward their next career steps.":1,"#Level Up Your Brand Narrative":1,"#Fake news—deliberately fabricated stories designed to go viral—poses escalating risks to corporate reputations. Traditional responses, such as ignoring false claims or issuing corrections, often fail. So what should companies do? Drawing on behavioral research and real-world case studies, the authors present a three-part framework: monitor social resonance to identify the spread and influencers of fake news early; ensure transparency by engaging stakeholders before crises erupt; and activate credible allies to reinforce the truth. A fictional case illustrates how these tactics can shift the narrative and maintain trust. In this age of disinformation, defense against fake news requires more than truth-telling—it demands building and broadcasting the perception that others also reject the falsehoods.":1,"#Patrick Haack, Simone Mariconda, Michael Etter, Marta Pizzett":1,"#How to Counter Fake News":1,"#This article discusses a study of 690 S&P 500 CEO successions from 2005 to 2019 that found that leaders who start in the first 10 days of the calendar or fiscal year tend to achieve stronger performance over their first three years. Beginning at the start of the year aligns a CEO’s vision with the firm’s planning cycles, reducing disruption and easing time pressures on both the leader and employees. The positive impact is especially pronounced for younger, female, minority, or outsider CEOs, who are more likely to implement strategic changes that require adjustment time.":1,"#Why a New CEO Should Start in Early January":1,"#As they approach retirement, company founders face a critical choice: Who will own their business next? That decision will reverberate for years, affecting not only them and their family but all the people whose lives are touched by the company. Though it can cement or undo an entrepreneur's legacy, many owners postpone or avoid making it. And down the road that can lead to enormous tax consequences, family infighting, and instability that disrupts or destroys the business. This article describes a structured process entrepreneurs can follow to choose the owner who will come after them, drawing on the experiences of the founders of Patagonia, John Lewis, Vanguard, Rolex, and more. The first step is to think about the outcomes you want for you, your family, your employees, your business partners, and your community and prioritize them. Next comes exploring the potential options: passing the business down to family members; taking it public or selling it to investors; turning it over to your employees or customers; or donating it to charity. These choices each have strengths and weaknesses, so you need to examine how they align with your priorities. Eventually you'll have to pull the trigger, but first you should draft a detailed plan that you can adjust as needed.":1,"#Ben Francois, Nien-hê Hsieh, Tony Guidotti, Josh Baron":1,"#The Founder's Final Act":1,"#In an increasingly unpredictable world, boards often struggle to plan CEO successions. Many don't want to change captains midstorm, and many play it \"safe\" by hiring the most experienced candidate they can—and keeping their outgoing CEO around in other capacities. But those approaches can be risky and counterproductive, say three consultants whose team at Spencer Stuart has extensively studied CEO transitions across major U.S. and European stock indexes. What matters most in CEOs today is not the depth but the range of their experience, particularly with organizational change, failure, and recovery. If boards hire someone unfamiliar with those challenges, they expose companies to three risk factors that can erode their competitiveness: rigid playbooks, cultural calcification, and shorter tenures. In this article, the authors explain why those factors are so problematic and describe how organizations today can transform the moment of CEO selection into a moment of strategic advantage by balancing risk and reward, practicing \"always on\" succession planning, and revising their selection criteria.":1,"#Kate Hurley, Claudius A. Hildebrand, Giovanna Galli":1,"#Choose the Right CEO for Volatile Times":1,"#Video | Marshall Goldsmith":1,"#Chiudi le preferenze sui cookie":1,"#Apre un sito web esterno in una nuova finestra":1,"#Apre un sito web esterno":1,"#34 minutes":1,"#Video | Rick Peterson":1,"#(: minutes)":1,"# hours ago":1,"#Reject Non-Essential":1,"#EBSCO Learning Accel":1,"#Companies increasingly value innovation and complex decision-making skills to gain a competitive edge. At the same time, millions of neurodiverse people across the United States offer creative thinking, visualization, and problem-solving skills that have historically been undervalued. In The Neurodiversity Edge, Maureen Dunne describes how organizations can support their neurodivergent employees and create a culture of innovation and collaboration. By creating a foundation of mutual respect, interrogating organizational biases, and building cross-cultural empathy, you can transform your workplace into a productive, inclusive environment.":1,"#The Neurodiversity Edge":1,"#Help your teams build leadership, communication, and confidence skills in minutes—without disrupting their workday":1,"#Accelerate Success":1,"#Bridge to Leadership Series":1,"#Video | Amy Edmondson":1,"#Kaye, Beverly":1,"#In The Win-Win Workplace, CEO Angela Jackson inspires leaders to transcend the transactional status quo corporate model and build a new kind of collaborative workplace where both employees and organizations share success. Armed with data, real-world stories, and a nine-pillar approach, you’ll learn to prepare, act, refine, communicate, and ultimately implement a strategy where both you and your workers can thrive and win.":1,"#Angela Jackson":1,"#The Win-Win Workplace":1,"#The article emphasizes the importance of designing learning experiences around pivotal leadership situations to enhance leadership effectiveness and team dynamics. It discusses how critical moments, such as onboarding, performance conversations, and crisis management, can significantly impact a leader's success and the overall organization. The author suggests using methods like discovery sessions and empathy mapping to identify these key moments and tailor learning experiences that are practical and relevant. Additionally, the article outlines strategies for sustaining leadership development through accountability measures, mentorship, and ongoing support, ultimately linking leadership growth to tangible business outcomes.":1,"#Ryan Decoste":1,"#Moments That Matter Can Drive Success":1,"#by Kaye, Beverly":1,"#Clicking this link will redirect to relevant products for the Publisher T&D.":1,"#career-development-conversations":1,"#Clicking this link will redirect to relevant products for the Authors Beverly.":1,"#Clicking this link will redirect to relevant products for the Authors Kaye.":1,"# Meet ever-expanding expectations. Every quarter, you're asked to achieve a little (or a lot) more...":1,"#A recent study found that workplace rudeness discourages women from speaking up more than it does men, even when the incivility is subtle or unintentional. In controlled experiments and surveys across the U.S., U.K., and Canada, women exposed to dismissive or disrespectful comments were less likely to share ideas and more likely to fear backlash. The findings suggest that everyday incivility can silence women by reinforcing social norms that penalize assertiveness, highlighting the need for managers to foster consistently respectful work environments.":1,"#Rudeness at Work Silences Women More Than Men":1,"#Source: T&D":1,"#The Strategic Side Gig":1,"#Bradley Staats":1,"#Beverly":1,"#Kaye":1,"#Maja Djikic":1,"#Executive coach Ruchira Chaudhary developed a framework to help managers choose the most effective coaching style for their employees. It balances directive \"push\" techniques with exploratory \"pull\" methods, resulting in four distinct strategies. The best approach depends on the employee's experience and task type—for instance, directive coaching suits new or task-focused employees, while a collaborative mix of push and pull is ideal for overall development.":1,"#Choose the Right Coaching Style":1,"#When Andy Jassy succeeded Jeff Bezos as the CEO of Amazon, in 2021, he stepped into one of the most scrutinized leadership roles in business. But under Jassy's leadership, Amazon has not only sustained its momentum but accelerated. In this wide-ranging conversation with HBR's editor at large, Jassy reflects on what it takes to get a behemoth like Amazon to operate like a startup and how he pushes his team to take chances. \"If you aren't failing,\" he says, \"you're either not inventing enough or not pushing the envelope.\" He explains his decision to get workers back to the office five days a week, why he's working to flatten the organization, and how Amazon is embracing AI. An optimist by nature, Jassy predicts that AI will transform the customer experience, but he's clear-eyed about the challenges that accompany rapid technological change.":1,"#\"Speed Is a Leadership Decision\"":1,"#The article \"Unlearning And Relearning\" emphasizes the importance of adapting to change by unlearning outdated practices and relearning new ones in both personal and professional life. It discusses how technology, workplace norms, critical thinking, societal perspectives, and personal growth all require constant adaptation to stay relevant. The piece provides practical tips on how to improve unlearning and relearning skills, highlighting the necessity of embracing change in a rapidly evolving world.":1,"#Varun Mehta":1,"#Unlearning And Relearning":1,"#Clicking this link will redirect to relevant products for the Topics Women in Business.":1,"#Personalisation":1,"#T&D":1,"#Employees need to know that you not only appreciate their work but have their career interests in mind. Lindsey Pollak explains how you can avoid exit interviews by conducting “stay conversations” with your valued employees.":1,"#Retaining Top Talent with \"Stay\" Conversations":1,"#Small improvements to your social media profiles can make a big difference in your professional reputation. Lindsey Pollak provides 3 simple tips for polishing your profiles.":1,"#3 Steps to Improving Your Professional Presence Online":1,"#Helen Patterson":1,"#Analitici":1,"#We all have unconscious biases based on our experiences, influences, background, education and even brain chemistry. Learn ways to recognize and fight against unconscious bias in the workplace.":1,"#Recognizing and Navigating Unconscious Bias":1,"#Latest American Management Association MicroCourses":1,"#Recently Viewed (8)":1,"#The article discusses the evolving roles of coaching, mentoring, and sponsorship in the workplace, emphasizing their importance as transformative practices that empower employees and enhance workplace culture. It highlights a shift from viewing these relationships as tools for problem-solving to recognizing them as essential for fostering inclusion, mental well-being, and readiness for future skills, particularly in the context of AI integration. The article also underscores the need for organizations to embed these practices into their strategies, ensuring proper training and recognition to create supportive environments where individuals can thrive.":1,"#The Power of Mentorship and Coaching In a Human-Centered Workplace":1,"#Ambiguity in virtual communications can drive uncertainty and anxiety. This module talks about why individuals perceive neutral messages to be emotionally charged as well as how to adjust so that they can read through a neutral lens and reply appropriately using the correct tone.":1,"#As AI becomes more embedded in our lives and work, understanding how to apply it ethically is essential. This module offers a practical framework for using AI responsibly—both in your role and to support organizational integrity. Gain the tools to help shape a future where AI benefits everyone.":1,"#AI: A Framework for Ethical Application":1,"#Latest Harvard Business Review (HBR) Articles":1,"#Take the Coach Approach to Feedback":1,"#Delivering feedback is a requirement of any job, no matter your position or level. Michelle Tillis Lederman offers a 4-step model to guide your next feedback conversation.":1,"#Salva":1,"#If you want to help your employees grow without feeling like you’re micromanaging their development, this learning path is for you. You’ll learn how to lead career conversations that are personalized, empowering, and aligned with both individual aspirations and organizational goals.":1,"#Facilitating Growth Conversations":1,"#When it comes to reaching your ideal prospects, less is more. Social media marketing expert Stacey Hall shares how you can connect with your audience in a meaningful way.":1,"#How to Reach Your Ideal Prospects":1,"#To drive an organization or team forward, it's important to anticipate disruption in order to break through and grow. This module will help identify what disruption in an industry or an organization is and help determine if your organization is vulnerable to it. You will appreciate organizational structures and characteristics that allow disruption to be embraced and will start to consider how to prepare for disruption leading to breakthrough growth for your organization.":1,"#Understanding Disruption and Preparing for Breakthrough Growth":1,"#The Perception of Tone in Virtual Communications":1,"#Close Notepad":1,"#Recently Viewed (4)":1,"#Clicking this link will redirect to relevant products for the Topics Technology.":1,"#Eric Potterat, Alan Eagle":1,"#Michelle Rozen":1,"#Communication is more than just what you say; it's also how you say it. This module walks you through the verbal, visual, and vocal communication techniques you'll need to exude confidence.":1,"#The Look and Sound of Confidence":1,"#Clicking this link will redirect to relevant products for the Topics Coaching & Mentoring.":1,"#Note Description":1,"#Note Title*":1,"#Read Less - button changed to Read More + button":1},"version":197418}]