Greg Satell

How To Build Trust, Even With Your Enemies

Everybody likes to operate in an environment of trust. When you deal with people you trust, things get done faster, stress is reduced and new opportunities open up. As E.M. Forster once wrote, “One must be fond of people and trust them if one is not to make a mess of life.”

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How To Build an Effective Culture

In Team of Teams, General Stanley McChrystal credits his focus on transforming military culture as key to turning the tide in Iraq. He writes that “the role of the leader was no more that of controlling puppet master, but of an empathetic crafter of culture.”

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How IBM Learned To Love Open Technology

When Lou Gerstner first arrived at IBM as CEO in 1993, he brought a gripe with him from his time running American Express, one of Big Blue’s largest customers. As he wrote in his memoir, Who Says Elephants Can't Dance?, it became central to his transformation of the company.

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The Physics of Disruption

Jeremy England, a rising star in the world of physics, has made quite a stir with his ideas about the meaning of life. In a nutshell, England argues that while disorder in the universe tends to increase over time, living things harness energy around them to create order from randomness.

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4 Things You Should Know About Networked Organizations

In 1904, the great sociologist Max Weber visited the United States. As Moises Naim describes in The End of Power, travelling around the vast country for three months, he believed that it represented “the last time in the long-lasting history of mankind that so favourable conditions for a free and grand development will exist.”

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Leaders Must Do More Than Inspire—We Must Shape Networks

In a classic Harvard Business Review article, Abraham Zaleznick contrasted two very different styles of authority. Managers, he argued, take a rational approach and seek order and control. Leaders, on the other hand, are more emotionally driven and seek to drive change.

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A New Era for Data

In the Innovator's Solution, Harvard Professor Clayton Christensen argued that, during the early stages of an industry, firms with wholly proprietary products have the advantage. New technology is always glitchy, so engineering the entire architecture is the best way to ensure quality.

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Effective Feedback: The Little Known Secret to Pixar’s Creative Success

With 15 Academy Awards and an average worldwide gross of over $600 million per film, Pixar might just be the most successful creative enterprise ever—and one of the most profitable. Out of the 14 features the firm has produced, all but one have made the list of top 50 highest grossing animated movies.

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Good Disruption / Bad Disruption

The idea of disruption excites some people and terrifies others. Consider the recent case of The New Republic, in which a new, disruptive CEO came in and vowed to “break shit.” The company’s top journalists balked, the brand was sullied and the business still struggles. And all for what?

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To Prepare for the Future You Need To Shape It—Or Someone Else Will

These days, the future comes at us faster than ever before. We live in an age of accelerating returns, in which technological advancement moves at an exponential rate. In ten years, no industry will look like it does now. In twenty years many, if not most, of today’s jobs will be completely obsolete.

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