No one has a five-year strategy, or even a three-year strategy much less a twenty-year strategic plan. How much do you think Blackberry’s five-year strategy
A CEO client of mine has been asking his senior executives to be more “entrepreneurial” in their approach to the business, and he is certainly
A leader can never give anyone ownership of a business initiative or objective. Ownership is always taken, and to take ownership requires the will to
ビジネスリーダー達が、企業の社会的責任を果たすことで、倫理的に問題があるのではないかと考えられるようなビジネスの埋め合わせをしようとするのを目にすると、不安にさせられます。
A company I know has a stated value of innovation that it parades out in front employees on a regular basis, but rarely, if ever,
Years ago, I was having coffee with an entrepreneur who, at the time, was bootstrapping a software business. He had been a CIA operative during
Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it
Years ago, I moved to Paris, started a business, and hired a French woman to help me with marketing. Early on, she and I met
You cannot rush buy-in, and that’s OK, because while buy-in is nice to have, professionalism is all you need. A vice president of sales told
You want to retain just the best in your organization. Why? Retention, per se, is no business objective. It is retaining the best that counts,
Japan-fatigue is real and can be fatal to your success and career. Don’t try to explain how Japan is different to executives in your head
On February 6th, I was pleased to speak onstage with Danone Japan President Rodrigo Lima. Below are my takeaways from the conversation.
On February 4th, I was pleased to speak onstage with Nicolai Bergmann, a world-renowned floral artist and entrepreneur. As we talked, Nicolai produced a beautiful
Exceptions are “exceptional” by definition, and always exist no matter how rare. Just because research in organizational change shows a strong correlation between certain factors
The only data you need are those needed for making a decision. Yet in my experience, much data reported to head offices are rarely needed
検証困難な複雑な理論を用いるより、できるだけシンプルな理由を考えること。このオッカムの剃刀と呼ばれる考え方は、日本も含め、グローバルビジネスにも当てはまります。
In a small Tokyo sales office of a Kansai-based company, the sales manager in charge habitually turns away sales people from other companies who call
Japanese 
English