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A longtime broadcast journalist, ABC News correspondent, and business communication strategist shows how you can craft an honest and authentic response to any scandal, rather than try to deny it, and ultimately bolster your brand.
In twenty years as a television reporter, T. J. Winick covered many scandals, including the British Petroleum oil spill, the Pennsylvania State University football scandal, the Catholic priest molestation scandal, and the Toyota recall of 20092010. The biggest mistake he's seen organizations make in their crisis communication is to try to make it go away by refusing to apologize, declining to comment, or going on the attack-anything to deflect attention.
Instead, Winick argues for communicating ethically, with transparency, honesty, authenticity, and empathy. Handled correctly, the way you address an egregious violation of your standards can increase your reputation capital. It can remind people of what those standards are and how strongly you believe in them.
Drawing on his intimate insider knowledge of how the media works, Winick addresses every aspect of how to respond to a scandal. He includes the Ten Crisis Commandments-universal dos and don'ts. And he gives practical advice on who you should talk to and when, who should do the talking, how to form a crisis communication team, what tone you should strike in your message, how to work with the media, and much more.
In twenty years as a television reporter, T. J. Winick covered many scandals, including the British Petroleum oil spill, the Pennsylvania State University football scandal, the Catholic priest molestation scandal, and the Toyota recall of 20092010. The biggest mistake he's seen organizations make in their crisis communication is to try to make it go away by refusing to apologize, declining to comment, or going on the attack-anything to deflect attention.
Instead, Winick argues for communicating ethically, with transparency, honesty, authenticity, and empathy. Handled correctly, the way you address an egregious violation of your standards can increase your reputation capital. It can remind people of what those standards are and how strongly you believe in them.
Drawing on his intimate insider knowledge of how the media works, Winick addresses every aspect of how to respond to a scandal. He includes the Ten Crisis Commandments-universal dos and don'ts. And he gives practical advice on who you should talk to and when, who should do the talking, how to form a crisis communication team, what tone you should strike in your message, how to work with the media, and much more.
Your business plan is only going to get you so far. When you’re actually running a values-driven business problems come up that you never could have anticipated. And as a mission-driven organization you face issues your more conventional colleagues never have to grapple with. The whole experience can be incredibly isolating and draining.
Margot Fraser and Lisa Lorimer have been there, and they’re here to help. Together with five of their colleagues—including Stonyfield Yogurt founder Gary Hirshberg and former Ms. Foundation president Marie C. Wilson—they offer the kinds of personal insights and seasoned advice you just can’t get in business school. It’s like having a coaching session with some of the nation’s top socially conscious entrepreneurs.
Each chapter of Dealing with the Tough Stuff tackles a particular challenge. How open and honest can you really be with your employees and still run an efficient business? At what point do you seek outside expertise? What do you do when things go terribly wrong? When is it time to leave? The authors and the members of their “advisory board” share their experiences—not just what worked, but sometimes what spectacularly didn’t. Some of these stories are harrowing: a worker getting killed by factory equipment, a supplier embezzling funds, a false accusation of intellectual property theft. Others are simply day-to-day conundrums: meeting payroll when you’re always in debt, deciding when and how to expand in a responsible way, balancing business needs with your commitment to the triple bottom line. At the end of each chapter, Lorimer and Frasier draw on the stories to offer practical "survival suggestions" that can guide readers through similar situations.
This is a book that readers can look to for affirmation, hope and tools. Others have been through what you’re going through, if not worse. They made it and so can you—because they’re going to show you how they did it. No book can cover every challenge that might arise, but if you learn from the attitudes, techniques and coping mechanisms these seasoned leaders offer, you’ll get through the tough stuff with your sanity and your business intact.
Your business plan is only going to get you so far. When you're actually running a values-driven business, problems come up that you never could have anticipated. The whole experience can be incredibly isolating and draining.
Margot Fraser and Lisa Lorimer have been there, and they're here to help. Together with five of their colleagues—including Stonyfield Farm founder Gary Hirshberg and former Ms. Foundation president Marie C. Wilson—they offer the kinds of personal insights and seasoned advice you just can't get in business school. It's like sitting down at the table with some of the nation's top socially conscious entrepreneurs.
The book tackles the kinds of challenges every entrepreneur struggles with. How open and honest can you really be with your employees and still run an efficient business? At what point do you seek outside expertise? What do you do when things go terribly wrong? When is it time to leave? The authors and their fellow travelers share their experiences—not just what worked, but sometimes what spectacularly didn't. Some of these stories are harrowing: a worker getting killed by factory equipment, a false accusation of intellectual property theft , a crucial distributor running up a $195,000 debt with no way to pay it back. Others are simply day-to-day conundrums: meeting payroll when you're always in debt, deciding how to expand in a responsible way, balancing business needs with your commitment to the triple bottom line. At the end of each chapter, Lorimer and Fraser offer practical tips that can guide you through similar situations.
This is a book you can look to for affirmation, hope, and tools. No book can cover every challenge that might arise, but if you learn from the attitudes, techniques, and coping mechanisms these seasoned leaders offer, you'll get through the tough stuff with your sanity and your business intact.
Margot Fraser and Lisa Lorimer have been there, and they're here to help. Together with five of their colleagues—including Stonyfield Farm founder Gary Hirshberg and former Ms. Foundation president Marie C. Wilson—they offer the kinds of personal insights and seasoned advice you just can't get in business school. It's like sitting down at the table with some of the nation's top socially conscious entrepreneurs.
The book tackles the kinds of challenges every entrepreneur struggles with. How open and honest can you really be with your employees and still run an efficient business? At what point do you seek outside expertise? What do you do when things go terribly wrong? When is it time to leave? The authors and their fellow travelers share their experiences—not just what worked, but sometimes what spectacularly didn't. Some of these stories are harrowing: a worker getting killed by factory equipment, a false accusation of intellectual property theft , a crucial distributor running up a $195,000 debt with no way to pay it back. Others are simply day-to-day conundrums: meeting payroll when you're always in debt, deciding how to expand in a responsible way, balancing business needs with your commitment to the triple bottom line. At the end of each chapter, Lorimer and Fraser offer practical tips that can guide you through similar situations.
This is a book you can look to for affirmation, hope, and tools. No book can cover every challenge that might arise, but if you learn from the attitudes, techniques, and coping mechanisms these seasoned leaders offer, you'll get through the tough stuff with your sanity and your business intact.
This essential playbook shows how companies can scale success by coupling digital strategies with an investment in the health of their organizations and the people within.
To scale and grow, a company must get the organizational elements right. That begins with having the right strategy, the right leadership to drive it, and the right talent, culture, and organizational design to realize a company's potential. This is especially true in the AI era, where a company's most valuable assets are its people.
To begin with, leaders must rethink their value creation strategies. To hone their organizational edge, leaders must prioritize their organization's health in seven vital areas: strategic direction, culture, leadership, talent, organizational design, EID (equity, inclusion, and diversity), and well-being. No matter what type or size of business, those essential conditions must be leveraged for increased value and growth. Put simply: organizational matters matter. To hone their digital edge, leaders must understand AI, as advances in technology allow leaders to build organizations that can compete and win in the future. Finally, an investor mindset will enable leaders to invest wisely in the technology (and leverage that tech) that sets their organizations apart.
To scale and grow, a company must get the organizational elements right. That begins with having the right strategy, the right leadership to drive it, and the right talent, culture, and organizational design to realize a company's potential. This is especially true in the AI era, where a company's most valuable assets are its people.
To begin with, leaders must rethink their value creation strategies. To hone their organizational edge, leaders must prioritize their organization's health in seven vital areas: strategic direction, culture, leadership, talent, organizational design, EID (equity, inclusion, and diversity), and well-being. No matter what type or size of business, those essential conditions must be leveraged for increased value and growth. Put simply: organizational matters matter. To hone their digital edge, leaders must understand AI, as advances in technology allow leaders to build organizations that can compete and win in the future. Finally, an investor mindset will enable leaders to invest wisely in the technology (and leverage that tech) that sets their organizations apart.
This essential playbook shows how companies can scale success by coupling digital strategies with an investment in the health of their organizations and the people within.
To scale and grow, a company must get the organizational elements right. That begins with having the right strategy, the right leadership to drive it, and the right talent, culture, and organizational design to realize a company's potential. This is especially true in the AI era, where a company's most valuable assets are its people.
To begin with, leaders must rethink their value creation strategies. To hone their organizational edge, leaders must prioritize their organization's health in seven vital areas: strategic direction, culture, leadership, talent, organizational design, EID (equity, inclusion, and diversity), and well-being. No matter what type or size of business, those essential conditions must be leveraged for increased value and growth. Put simply: organizational matters matter. To hone their digital edge, leaders must understand AI, as advances in technology allow leaders to build organizations that can compete and win in the future. Finally, an investor mindset will enable leaders to invest wisely in the technology (and leverage that tech) that sets their organizations apart.
To scale and grow, a company must get the organizational elements right. That begins with having the right strategy, the right leadership to drive it, and the right talent, culture, and organizational design to realize a company's potential. This is especially true in the AI era, where a company's most valuable assets are its people.
To begin with, leaders must rethink their value creation strategies. To hone their organizational edge, leaders must prioritize their organization's health in seven vital areas: strategic direction, culture, leadership, talent, organizational design, EID (equity, inclusion, and diversity), and well-being. No matter what type or size of business, those essential conditions must be leveraged for increased value and growth. Put simply: organizational matters matter. To hone their digital edge, leaders must understand AI, as advances in technology allow leaders to build organizations that can compete and win in the future. Finally, an investor mindset will enable leaders to invest wisely in the technology (and leverage that tech) that sets their organizations apart.
Entire service businesses have been built around the ideas of Heskett, Sasser, and Schlesinger, pioneers in the world of service. Now they test their ideas against the actual experiences of successful and unsuccessful practitioners, as well as against demands of the future, in a book service leaders around the world will use as a guide for years to come.
The authors cover every aspect of optimal service leadership: the best hiring, training, and workplace organization practices; the creation of operating strategies around areas such as facility design, capacity planning, queue management, and more; the use—and misuse—of technology in delivering top-level service; and practices that can transform loyal customers into “owners.”
Looking ahead, the authors describe the world of great service leaders in which “both/and” thinking replaces trade-offs. It's a world in which new ideas will be tested against the sine qua non of the “service trifecta”—wins for employees, customers, and investors. And it's a world in which the best leaders admit that they don't have the answers and create organizations that learn, innovate, “sense and respond,” operate with fluid boundaries, and seek and achieve repeated strategic success.
Using examples of dozens of companies in a wide variety of industries, such as Apollo Hospitals, Châteauform, Starbucks, Amazon, Disney, Progressive Insurance, the Dallas Mavericks, Whole Foods, IKEA, and many others, the authors present a narrative of remarkable successes, unnecessary failures, and future promise.
The authors cover every aspect of optimal service leadership: the best hiring, training, and workplace organization practices; the creation of operating strategies around areas such as facility design, capacity planning, queue management, and more; the use—and misuse—of technology in delivering top-level service; and practices that can transform loyal customers into “owners.”
Looking ahead, the authors describe the world of great service leaders in which “both/and” thinking replaces trade-offs. It's a world in which new ideas will be tested against the sine qua non of the “service trifecta”—wins for employees, customers, and investors. And it's a world in which the best leaders admit that they don't have the answers and create organizations that learn, innovate, “sense and respond,” operate with fluid boundaries, and seek and achieve repeated strategic success.
Using examples of dozens of companies in a wide variety of industries, such as Apollo Hospitals, Châteauform, Starbucks, Amazon, Disney, Progressive Insurance, the Dallas Mavericks, Whole Foods, IKEA, and many others, the authors present a narrative of remarkable successes, unnecessary failures, and future promise.
Offers data-driven proof that products and services appealing to customer’s emotional needs outsell the competition
Provides a clear method and set of tools to enable companies to develop high emotion products and services
Includes case examples from a wide variety of industries
Emotion is the single greatest lever in building enduring relationships with customers—it’s what makes them not just purchase a product or service, but get excited about it. Leading companies do more than produce things that work better. They address their customers’ emotional needs—they make them feel better. But this isn’t something you can add on after the fact. Your products and services must be built to love from the very start. This book shows you how.
Peter Boatwright and Jonathan Cagan have worked on product and brand strategy with market leaders like Apple, Whirlpool, International Truck, PG&E, and many others. They’ve found that to really connect with customers emotions must be generated by the product itself, not simply tacked on through advertising. And they prove the bottom-line value of product-driven emotion by analyzing the stock performance of companies that sell high-emotion products and through data that show people are willing to pay more for products with emotionally-rich features.
After showing that authentic product emotion really does pay off, they move on to how—how emotion can be broken down into its core building blocks, how it is then used to develop new products and services, and how product touchpoints —in particular visual touchpoints — deliver those emotions. Engaging case studies from a variety of industries will help you understand how to integrate emotion into your products and services, regardless of the nature of your business.
Emotion is fundamental to all that is human, including the products we enjoy. Built to Love will help you gain loyal, even fanatical customers by going beyond mere efficiency and speaking to their deepest needs and wants.
Leading companies do more than produce things that work better. Their products and services make customers feel better. They create captivating products that energize the marketplace and set the standard for what customers want and expect. But this isn't something you can add on after the fact. Your products and services must be built to love from the very start. This book tells you why and shows you how.
Peter Boatwright and Jonathan Cagan have worked with market-leading companies ranging from Fortune 100 corporations to niche firms in a variety of industries. They've found that for companies to form deep bonds with customers, emotions must be generated by a product itself—trying to associate emotions with a product simply through advertising is unreliable, expensive, and ultimately ineffective. They marshal stock market data that proves the bottom-line benefit of high-emotion products, as well as data showing that people are willing to pay more for products with emotionally rich features.
After demonstrating that authentic product emotion really does pay off, Boatwright and Cagan move on to how—how emotion can be broken down into its core building blocks, how it can then be used to develop new products and services, and how product touch points, in particular visual touch points, deliver those emotions. Emotion can be built into any product or service—a point vividly illustrated through case studies from a variety of industries.
Emotion is fundamental to all that is human, including the products we enjoy. Built to Love offers a clear method and a set of tools to help you gain loyal, even fanatical customers by going beyond mere efficiency and speaking to people's deepest needs and wants.
Peter Boatwright and Jonathan Cagan have worked with market-leading companies ranging from Fortune 100 corporations to niche firms in a variety of industries. They've found that for companies to form deep bonds with customers, emotions must be generated by a product itself—trying to associate emotions with a product simply through advertising is unreliable, expensive, and ultimately ineffective. They marshal stock market data that proves the bottom-line benefit of high-emotion products, as well as data showing that people are willing to pay more for products with emotionally rich features.
After demonstrating that authentic product emotion really does pay off, Boatwright and Cagan move on to how—how emotion can be broken down into its core building blocks, how it can then be used to develop new products and services, and how product touch points, in particular visual touch points, deliver those emotions. Emotion can be built into any product or service—a point vividly illustrated through case studies from a variety of industries.
Emotion is fundamental to all that is human, including the products we enjoy. Built to Love offers a clear method and a set of tools to help you gain loyal, even fanatical customers by going beyond mere efficiency and speaking to people's deepest needs and wants.
GOLD MEDALIST IN THE 2015 FOREWORD REVIEWS' INDIEFAB AWARDS IN CAREER!
Did you know:
• Goldfish, yes, goldfish, have longer attention spans than we humans do?
• One in four people abandons a website if it takes longer than four seconds to load?
Imagine if there were ways, in a world of impatience and INFObesity, to quickly intrigue busy, distracted people and earn their interest, trust and buy-in?
Imagine if there was a process for pleasantly surprising decision-makers and convincing them you're the right person for the job, position, project or contract?
You don't have to imagine it, Sam Horn has created it. Sam's innovative techniques have helped her clients close deals and raise millions of dollars and will be your “secret sauce” to getting funded, hired, elected, promoted or referred.
Did you know:
• Goldfish, yes, goldfish, have longer attention spans than we humans do?
• One in four people abandons a website if it takes longer than four seconds to load?
Imagine if there were ways, in a world of impatience and INFObesity, to quickly intrigue busy, distracted people and earn their interest, trust and buy-in?
Imagine if there was a process for pleasantly surprising decision-makers and convincing them you're the right person for the job, position, project or contract?
You don't have to imagine it, Sam Horn has created it. Sam's innovative techniques have helped her clients close deals and raise millions of dollars and will be your “secret sauce” to getting funded, hired, elected, promoted or referred.
GOLD MEDALIST IN THE 2015 FOREWORD REVIEWS' INDIEFAB AWARDS IN CAREER!
Did you know:
• Goldfish, yes, goldfish, have longer attention spans than we humans do?
• One in four people abandons a website if it takes longer than four seconds to load?
Imagine if there were ways, in a world of impatience and INFObesity, to quickly intrigue busy, distracted people and earn their interest, trust and buy-in?
Imagine if there was a process for pleasantly surprising decision-makers and convincing them you're the right person for the job, position, project or contract?
You don't have to imagine it, Sam Horn has created it. Sam's innovative techniques have helped her clients close deals and raise millions of dollars and will be your “secret sauce” to getting funded, hired, elected, promoted or referred.
Did you know:
• Goldfish, yes, goldfish, have longer attention spans than we humans do?
• One in four people abandons a website if it takes longer than four seconds to load?
Imagine if there were ways, in a world of impatience and INFObesity, to quickly intrigue busy, distracted people and earn their interest, trust and buy-in?
Imagine if there was a process for pleasantly surprising decision-makers and convincing them you're the right person for the job, position, project or contract?
You don't have to imagine it, Sam Horn has created it. Sam's innovative techniques have helped her clients close deals and raise millions of dollars and will be your “secret sauce” to getting funded, hired, elected, promoted or referred.
Build a Foundation for Continual Growth
In today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths.
Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.
Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets.
In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack.
In today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths.
Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.
Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets.
In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack.
Build a Foundation for Continual Growth
In today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths.
Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.
Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets.
In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack.
In today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths.
Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.
Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets.
In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack.
Emotions sometimes get the better of everyone, but it doesnt have to be that way. We can learn how to analyze and control our emotional reactions in any situation.
Emotional Discipline outlines an easy-to-learn process and 25 specific tactics that you can use to gain the power to choose how you feel. Youll learn to cope with a stressful and sometimes threatening world and deal with arguably the most challenging part of the human condition: the constant fluctuations in how you feel that color your experience of life and limit your personal effectiveness.
Emotional Discipline offers strategies that will help you respond to your feelings in the present and to prepare for emotional challenges in the future. Charles Manz outlines the basics of the 5-stage emotional discipline process and describes a variety of mental, physical and spiritual practices that supplement and strengthen that process.
Emotions sometimes get the better of us all, but you can learn how to analyze and manage your emotional reactions in any situation. Emotional Discipline details 5 easy-to-learn steps and 25 specific strategies for responding to your feelings in the present and preparing for emotional challenges in the future. This remarkable approach combines mind, body and spirit to help you deal with arguably the most challenging part of the human condition: the constant fluctuations in how you feel that color your experience of life and limit your personal effectiveness. With Emotional Discipline you can gain the power to choose how you feel.
The leading authority on agile marketing shows how to build marketing operations that can pivot freely and yet remain committed to priorities.
As a marketer, are you tired of chasing marketing fads and algorithm rumors that seem to change every couple of months? This guide to building the perfect marketing department will help you achieve the latest and greatest without having to rebuild your operations from scratch every time the wind shifts. Agile strategies have been the accepted modus operandi for software development for two decades, and marketing is poised to follow in its footsteps. As the audiences we market to become ever more digital, agile frameworks are emerging as the best and only way to manage marketing. This book is a signpost showing the way toward the agile future of marketing operations, explaining how every role, from social media intern up to chief marketing officer, can work in unison, responding to the market's demanding challenges without losing focus on the big picture.
You will learn what it takes for marketing agility to thrive—customer focus, transparency, continuous improvement, adaptability, trust, bias for action, and courage—along with the antipatterns that can drag you down. Most important, you will learn how to implement the systems, strategies, and practices that will truly transform your marketing operations.
As a marketer, are you tired of chasing marketing fads and algorithm rumors that seem to change every couple of months? This guide to building the perfect marketing department will help you achieve the latest and greatest without having to rebuild your operations from scratch every time the wind shifts. Agile strategies have been the accepted modus operandi for software development for two decades, and marketing is poised to follow in its footsteps. As the audiences we market to become ever more digital, agile frameworks are emerging as the best and only way to manage marketing. This book is a signpost showing the way toward the agile future of marketing operations, explaining how every role, from social media intern up to chief marketing officer, can work in unison, responding to the market's demanding challenges without losing focus on the big picture.
You will learn what it takes for marketing agility to thrive—customer focus, transparency, continuous improvement, adaptability, trust, bias for action, and courage—along with the antipatterns that can drag you down. Most important, you will learn how to implement the systems, strategies, and practices that will truly transform your marketing operations.
The leading authority on agile marketing shows how to build marketing operations that can pivot freely and yet remain committed to priorities.
As a marketer, are you tired of chasing marketing fads and algorithm rumors that seem to change every couple of months? This guide to building the perfect marketing department will help you achieve the latest and greatest without having to rebuild your operations from scratch every time the wind shifts. Agile strategies have been the accepted modus operandi for software development for two decades, and marketing is poised to follow in its footsteps. As the audiences we market to become ever more digital, agile frameworks are emerging as the best and only way to manage marketing. This book is a signpost showing the way toward the agile future of marketing operations, explaining how every role, from social media intern up to chief marketing officer, can work in unison, responding to the market's demanding challenges without losing focus on the big picture.
You will learn what it takes for marketing agility to thrive—customer focus, transparency, continuous improvement, adaptability, trust, bias for action, and courage—along with the antipatterns that can drag you down. Most important, you will learn how to implement the systems, strategies, and practices that will truly transform your marketing operations.
As a marketer, are you tired of chasing marketing fads and algorithm rumors that seem to change every couple of months? This guide to building the perfect marketing department will help you achieve the latest and greatest without having to rebuild your operations from scratch every time the wind shifts. Agile strategies have been the accepted modus operandi for software development for two decades, and marketing is poised to follow in its footsteps. As the audiences we market to become ever more digital, agile frameworks are emerging as the best and only way to manage marketing. This book is a signpost showing the way toward the agile future of marketing operations, explaining how every role, from social media intern up to chief marketing officer, can work in unison, responding to the market's demanding challenges without losing focus on the big picture.
You will learn what it takes for marketing agility to thrive—customer focus, transparency, continuous improvement, adaptability, trust, bias for action, and courage—along with the antipatterns that can drag you down. Most important, you will learn how to implement the systems, strategies, and practices that will truly transform your marketing operations.
The commons — those creations of nature and society we inherit together and must preserve for our children — is under siege. Our current version of capitalism — the corporate, globalized version 2.0 — is rapidly squandering this heritage. Now, Peter Barnes offers a solution: protect the commons by giving it property rights and strong institutional managers.
Barnes shows how capitalism — like a computer — is run by an operating system. Our current operating system gives too much power to profit-maximizing corporations that devour the commons and distribute most of their profits to a sliver of the population. And government — which in theory should defend the commons — is all too often a tool of those very corporations.
Barnes proposes a revised operating system — Capitalism 3.0 — that protects the commons while preserving the many strengths of capitalism as we know it. His major innovation is the commons trust, a market based legal entity with the power to limit the use of scare commons, charge rent, and pay dividends — in both cash and services — to everyone.
In Barnes' vision, an array of commons trusts would institutionalize our obligations to future generations, fellow citizens, and nature. Once established, they'd use markets and property rights to create a better world for us all.
Capitalism 3.0 offers a practical alternative to our current flawed economic system. It points the way to a future in which we can retain capitalism's virtues while mitigating its vices.
Barnes shows how capitalism — like a computer — is run by an operating system. Our current operating system gives too much power to profit-maximizing corporations that devour the commons and distribute most of their profits to a sliver of the population. And government — which in theory should defend the commons — is all too often a tool of those very corporations.
Barnes proposes a revised operating system — Capitalism 3.0 — that protects the commons while preserving the many strengths of capitalism as we know it. His major innovation is the commons trust, a market based legal entity with the power to limit the use of scare commons, charge rent, and pay dividends — in both cash and services — to everyone.
In Barnes' vision, an array of commons trusts would institutionalize our obligations to future generations, fellow citizens, and nature. Once established, they'd use markets and property rights to create a better world for us all.
Capitalism 3.0 offers a practical alternative to our current flawed economic system. It points the way to a future in which we can retain capitalism's virtues while mitigating its vices.
The commons — those creations of nature and society we inherit together and must preserve for our children — is under siege. Our current version of capitalism — the corporate, globalized version 2.0 — is rapidly squandering this heritage. Now, Peter Barnes offers a solution: protect the commons by giving it property rights and strong institutional managers.
Barnes shows how capitalism — like a computer — is run by an operating system. Our current operating system gives too much power to profit-maximizing corporations that devour the commons and distribute most of their profits to a sliver of the population. And government — which in theory should defend the commons — is all too often a tool of those very corporations.
Barnes proposes a revised operating system — Capitalism 3.0 — that protects the commons while preserving the many strengths of capitalism as we know it. His major innovation is the commons trust, a market based legal entity with the power to limit the use of scare commons, charge rent, and pay dividends — in both cash and services — to everyone.
In Barnes' vision, an array of commons trusts would institutionalize our obligations to future generations, fellow citizens, and nature. Once established, they'd use markets and property rights to create a better world for us all.
Capitalism 3.0 offers a practical alternative to our current flawed economic system. It points the way to a future in which we can retain capitalism's virtues while mitigating its vices.