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Why do some companies consistently outperform their peers?

The debate on CEO pay may seem to be only simmering for the moment, while other events dominate the news cycle, but it has not gone away. Working where I do, one of the things we study is the value of, and how to recognize, effective leadership – now, the Best Companies for Leadership; later, the Most Admired Companies. Read the rest of this entry »


Innovation = invention + commercialization.

A couple of years ago, when my friend and colleague Chris Gammill and I were working on creating and then driving IBM‘s brand strategy, we narrowed in on innovation as one of not only IBM’s critical attributes, but also one of the US’s as well, as participants in the National Innovation Initiative that Sam Palmisano sponsored for the Council on Competitiveness.

One of our struggles was why IBM, which perennially leads the world in number of patents, was not seen as an innovator in our brand research, of which we had very, very detailed data. We researched and attended conferences and interviewed experts and debated incessantly, until we finally arrived at this formula. When we realized what we had, I called up the EVP for technology, Nick Donofrio, and said I needed to see him – his frustration with brand data was legendary. Read the rest of this entry »

From Hay Group:  

Winners and losers in the M&A game

After a period in the doldrums, M&A activity is beginning to bounce back, with rich rewards for those who make mergers and acquisitions work. So what should companies looking to conduct a merger or acquisition in a challenging economic climate be focusing on to ensure success?

Companies tend to concentrate on integrating tangible assets – such as IT systems – and on achieving cost synergies, to the detriment of their customers and this tendency is even stronger during tough economic conditions. The balance between these issues and the integration of intangible capital, such as people, processes and structures is often not planned for far enough in advance during the M&A process. Knowing where to start is half of the battle. For a merger to deliver on its promise, organizations must address these issues – while at the same time managing the risks of integration and extracting the maximum value from it. It’s a difficult balancing act. Read the rest of this entry »


Lord Horatio Nelson

For several decades now, I’ve been a student, observer and participator in strategy (corporate, branding and marketing) and organization – getting these right is, of course, critical to success. But I’ve seen many cases where carefully prepared plans and their support structures have not resulted in the desired results.

Reading To Rule the Waves, a gripping history by Arthur Herman, I was struck by the role communications played in two Royal Navy engagements, 25 years apart, each of immense strategic consequences: Yorktown in 1781 and Trafalgar in 1805.

Communications dictated the outcome of each, one a failure that lost a continent and one a victory that established naval pre-eminence for more than a century. The lesson: everyone in the organization must understand what needs to be done for a plan to be successfully executed. Read the rest of this entry »


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June 2010
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