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February 13, 2014
Leadership Lessons From the Best Executives
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Leadership Lessons From the Best Executives
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Leadership Lessons From the Best Executives

Each year, I have the privilege of judging the 100 top information technology initiatives for CIO Magazine. It’s always a wonderful experience, and I get to see many brilliant connections that some of the best IT leaders in the world make between technology, innovation and business value.

All the while, my Brand Velocity colleagues and I have gotten a chance to observe how many of these leaders act up close, in real life. What’s most striking is that, over and over, these men and women stand out not so much for their technical expertise, but for excelling in four very humanistic areas—all of them noted by Peter Drucker.

By Jack Bergstrand

Leadership Lessons From the Best Executives

Each year, I have the privilege of judging the 100 top information technology initiatives for CIO Magazine. It’s always a wonderful experience, and I get to see many brilliant connections that some of the best IT leaders in the world make between technology, innovation and business value.

All the while, my Brand Velocity colleagues and I have gotten a chance to observe how many of these leaders act up close, in real life. What’s most striking is that, over and over, these men and women stand out not so much for their technical expertise, but for excelling in four very humanistic areas—all of them noted by Peter Drucker.

By Jack Bergstrand
January 9, 2014
Intuition and Interaction: The Two Keys to Winning With Big Data
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Intuition and Interaction: The Two Keys to Winning With Big Data
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Intuition and Interaction: The Two Keys to Winning With Big Data

The perpetual Peter Drucker “insight-lag effect” has occurred again. As the business world tries to gets its head around the explosion of Big Data, Drucker’s words from more than 25 years ago ring louder than ever: “Information is data endowed with relevance and purpose,” he wrote. “Converting data into information thus requires knowledge.” In other words, Big Data is meaningless in and of itself. The trick is to turn the reams of facts and figures now available in our hyper-connected world into truly useful information—information that can help your company decide what to stop doing, what areas of strength to build upon and expand, and what to start doing.

By Alex Vayner

Intuition and Interaction: The Two Keys to Winning With Big Data

The perpetual Peter Drucker “insight-lag effect” has occurred again. As the business world tries to gets its head around the explosion of Big Data, Drucker’s words from more than 25 years ago ring louder than ever: “Information is data endowed with relevance and purpose,” he wrote. “Converting data into information thus requires knowledge.” In other words, Big Data is meaningless in and of itself. The trick is to turn the reams of facts and figures now available in our hyper-connected world into truly useful information—information that can help your company decide what to stop doing, what areas of strength to build upon and expand, and what to start doing.

By Alex Vayner
December 12, 2013
Meeting the Challenge of Challenging Meetings
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Meeting the Challenge of Challenging Meetings
blog

Meeting the Challenge of Challenging Meetings

As long as there have been organizations, there have been meetings. One big difference today, however, is that meetings have become institutionally automated. This has produced more meetings, convened faster, in almost every organization....In our experience with large and small companies, there are four differences that we’ve observed with executives who have successfully met the meeting challenge.

By Jack Bergstrand

Meeting the Challenge of Challenging Meetings

As long as there have been organizations, there have been meetings. One big difference today, however, is that meetings have become institutionally automated. This has produced more meetings, convened faster, in almost every organization....In our experience with large and small companies, there are four differences that we’ve observed with executives who have successfully met the meeting challenge.

By Jack Bergstrand
November 14, 2013
Good-Bye, Productivity. Hello, Engagement.
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Good-Bye, Productivity. Hello, Engagement.
blog

Good-Bye, Productivity. Hello, Engagement.

For more than a decade, our firm has been touting the need to apply Peter Drucker’s principles of “knowledge work productivity” to important reinvention initiatives—efforts intended to help companies generate value by fundamentally restructuring the ways in which they do business (as opposed to simply trying to cut costs and boost efficiency).  But more and more, we’re finding, the term “productivity” is being seen as a negative. Right or wrong, it doesn’t matter. In many minds, the P-word has come to mean anti-work-life balance; instead of plugging away 50 hours a week, we should be raising our output by working 60.

By Jack Bergstrand

Good-Bye, Productivity. Hello, Engagement.

For more than a decade, our firm has been touting the need to apply Peter Drucker’s principles of “knowledge work productivity” to important reinvention initiatives—efforts intended to help companies generate value by fundamentally restructuring the ways in which they do business (as opposed to simply trying to cut costs and boost efficiency).  But more and more, we’re finding, the term “productivity” is being seen as a negative. Right or wrong, it doesn’t matter. In many minds, the P-word has come to mean anti-work-life balance; instead of plugging away 50 hours a week, we should be raising our output by working 60.

By Jack Bergstrand
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