Podcasts about mckinsey quarterly

We want leaders to do the right thing when tested, and we want and believe we will rise to the challenge when the moment presents itself. But the current way we learn how to act ethically in those critical moments doesn't always translate or cause us to think we can do it effectively and confidently. Why not? How can we better prepare ourselves and our leaders when the moment arises? This is that episode. Giving Voice to Values (GVV) is an innovative approach to values-driven leadership development in business education and the workplace. Drawing on actual experience and scholarship, GVV fills a long-standing critical gap in the development of values-centered leaders. It's not about persuading people to be more ethical. Rather GVV starts from the premise that most of us already want to act on our values, but that we also want to feel that we have a reasonable chance of doing so effectively and successfully. In this episode we'll explore how to raise those odds.***ABOUT OUR GUEST:Mary C. Gentile, PhD,  is Creator and Director of Giving Voice to Values (www.GivingVoiceToValuesTheBook.com), launched with The Aspen Institute and Yale School of Management and hosted at Babson College for 6 years, now based at UVA-Darden. This values-driven leadership curriculum has been piloted and/or presented in over 1,500 sites globally and has been featured in Financial Times, Harvard Business Review, Stanford Social Innovation Review, McKinsey Quarterly, etc. Gentile is a consultant, speaker and author on GVV. She was formerly the Richard M. Waitzer Bicentennial Professor of Ethics at UVA Darden  (2016-2022) and was previously at Harvard Business School (1985-95) and Babson College (2009—2015). She holds a B.A. from The College of William and Mary and Ph.D. from State University of New York-Buffalo.Gentile's publications include: Giving Voice to Values: How To Speak Your Mind When You Know What's Right; Can Ethics Be Taught? Perspectives, Challenges, and Approaches at Harvard Business School (with Thomas Piper & Sharon Parks); Differences That Work: Organizational Excellence through Diversity; Managerial Excellence Through Diversity: Text and Cases, as well as cases and articles in Harvard Business Review, Stanford Social Innovation Review, Academy of Management Learning and Education, Risk Management, CFO, BizEd, Strategy+Business, and others. Gentile was Content Expert for the award-winning CD-ROM, Managing Across Differences (Harvard Business School Publishing). ***IF YOU ENJOYED THIS EPISODE, CAN I ASK A FAVOR?We do not receive any funding or sponsorship for this podcast. If you learned something and feel others could also benefit, please leave a positive review. Every review helps amplify our work and visibility. This is especially helpful for small women-owned boot-strapped businesses. Simply go to the bottom of the Apple Podcast page to enter a review. Thank you!***LINKS MENTIONED IN EPISODE:www.gotowerscope.comwww.GivingVoiceToValuesTheBook.com#GivingVoicetoValues, #TheHardSkills #LeadershipDevelopment #LeadershipValues #ValuesDrivenLeadershipTune in for this empowering conversation at TalkRadio.nyc

【改變人生的目標實踐法】 陪你從目標到實踐！線上影音課 + 專屬互動模板 + AI 規劃師，學習一次到位 ► https://lihi.cc/mHmSW 中高階主管的職場管理需求，其實和初階主管很不一樣！《經理人月刊》2025 年全新內容，攜手西北大學凱洛格商學院、McKinsey Quarterly 等全球頂尖管理機構，整合商學院的最新研究與管理顧問的實戰洞察，助你領先同行，快速應對未來挑戰！ 本集由《經理人月刊》副總編輯張玉琦與主編林庭安，深度解析 2025 年雜誌全新內容。

Episode #331 // Today's episode is a bit of fun! As I like to do each year, I take a look at what's likely to be ahead for economies, businesses, and leaders in 2025. I've done the research so that you don't have to!To put this episode together, I've drawn on highly reputable information sources – The Economist, The Wall Street Journal, The McKinsey Quarterly, The Atlantic, Harvard Business Review and of course, the most reliable website in the world, Wikipedia

Transcription N Our guest this episode is Sandeep Dayal. Sandeep grew up in India and moved to America at the age of 27 to secure his MBA. He stayed in the U.S. to work. He has held positions with a number of major firms where he worked with large clients throughout the world.   My conversation with Sandeep covered what I feel are quite interesting topics around marketing and sales. Because of his knowledge Sandeep and I spend considerable time discussing brands, branding and the many ways the science of brands has evolved. Sandeep gives many relevant examples and ideas we all can use. As he will discuss, his ideas are also contained in his book, “Branding Between the Ears” which many describe as an iconic study of branding. I think you will find Sandeep's insights quite relevant and useful whether you are in marketing or not.   About the Guest:   Sandeep Dayal is the managing director of the consulting firm Cerenti. He advises senior executives at Fortune 500 companies in industries spanning pharmaceuticals, financial services and consumer products.  Global market leaders like Pfizer, Abbvie, HSBC, Santander, Kraft and ConAgra, have been some of his clients. He worked previously for McKinsey and Booz Allen & Hamilton.   Sandeep has led a 100+ engagements at over 50 clients around the world in major countries in the US, EU, Latin America and Asia. He is regarded as one of the leading minds in marketing and brand strategy and has co-authored articles in Marketing Management, McKinsey Quarterly and Strategy+Business. As early as in 2001, he correctly predicted that “consumer collaboration” would become a key factor in winning people's trust online. Many strategies he proposed including viral advocacy and instant decisioning are mainstream today in designing brand experiences.   His latest book “Branding Between the Ears” has been described by some as the definitive advance in the understanding of what makes some brands truly iconic. It draws on his years of experience in working with some of the most successful consumer brands and his company's proprietary knowledge capital. Sandeep's current research focuses on Cognitive Branding and Selling, which translates the latest advances in behavioral economics and social psychology into completely new ways for developing modern power brands and driving up salesforce performance.   Ways to connect with Sandeep:   Sandeep Dayal website: http://sandeepdayal.com Cerenti Company: http://cerenti.com LinkedIn profile: https://www.linkedin.com/in/sandeep-dayal-8361b61/ Blog signup: https://www.cerenti.com/blog   About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.      Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Thank you once again for being here with us on unstoppable mindset. Really appreciate you listening and watching wherever you happen to be. I am your host, Mike Hingson, and our guest today is Sandeep Dayal, who has an interesting story to tell, at least. I think it's interesting. He's going to talk to us a lot about branding and marketing and such things, having been in sales most all of my adult life, all of that gets fascinating to me, but I think that he'll have a lot of interesting topics and issues to provide us all with that will keep you interested as well. And if you're not wake up. You should be anyway. Sandeep, welcome to unstoppable mindset. We're really glad you're here. I'm   Sandeep Dayal ** 02:06 so delighted to be here. Michael, thank you for inviting me to be on your show.   Michael Hingson ** 02:11 Well, thank you for for being here, and we'll have some fun. Tell me a little bit about maybe the early Sandeep growing up and all that to give people a little background.   Sandeep Dayal ** 02:20 Oh, wow, that was a long time back. You sure want to? You sure you want to go into,   Michael Hingson ** 02:24 oh, sure, a long time ago in a galaxy, far, far away. There   Sandeep Dayal ** 02:29 you go. There was a little Sandeep, yeah. No. I mean, I grew up in, I grew up in India, and, you know, if, if this were still five years back, I would have said half my life was in India, and half my life in the United States, because I came to I came to the US at age 27 but until then, I grew up there in in a city called Jaipur, which is in the middle of a tar desert there. So there you go, you and I have something in common there. And then, I mean, I went through my engineering education, so I was I run. I sort of learned all my my background, you could say, is more analytic and scientific and so on, from a training perspective at that time, which sort of shaped my view of the world at that, that point of time, in terms of, you know, being more objective about things, thinking about things more logically, and so forth. And then at some point, you know, I set up my own little business there, which sort of brought me into areas that were beyond engineering, if you will. You know, like the kinds of things you were talking about, Michael, like sales, you know, how do you how do you form relationships with people? How do you work with people? How do you run an organization, and so on. And that got me much more interested in the the management side of things, versus just the engineering side of things. And I came to the United States in 87 to to Yale University to do my MBA. And, you know, after I finished my MBA, I started working in the US, and I've lived in the US since then. And I got more and more interested in other things, as you might imagine, particularly on consumer connections, the consumer side of things, consumer psychology and what have you. So it's been a, it's been a, you know, multiple year transition. I've worked in a number of consulting companies. I worked at McKinsey, I've worked at booze, and then I started my own company, so renty. So renty Marketing Group, which is much more focused on working with consumers, understanding their psychology, understanding their mindset and so on, and then putting that to use and good marketing and then good branding. So it's been, it's been. It's been a long and, you know, steady journey, if you will. It   Michael Hingson ** 04:57 certainly has been. But you you sound like. Survived it, and you're doing well and and now you're basically getting up near 60. So there you go. There   Sandeep Dayal ** 05:07 you go, yeah. So there, there I am now in at a at a stage in my life where, actually, where I enjoy more of the kinds of discussions that you and I are having right now. Because, you know, my earlier phase of life, I would say, was all about doing stuff, you know, getting it done, making money, doing it, you know, whatever, whichever way, making a career out of it, and what have you. Now, I'm at a point of life where I'm able to sort of sit back and reflect a little and say, hey, you know, what was that all about? You know, what did I really learn? And is there something there that I learned which is worth sharing with others? So that's why I really love being on shows like yours, and particularly yours, around mindsets and being unstoppable and so on, and sort of having a chance to, you know, really see what all those things can possibly mean.   Michael Hingson ** 06:01 Yeah. And on top everything else, you're an author, you've written some books. I love the title of of the one that least I know about branding between the years, and we'll have to get to that. That's kind of cute, but it makes a lot of sense. Also, I think people really don't understand the whole idea of marketing as much as they should. And frankly, I don't think that people really understand sales like they should. And there are differences between the two, but there are also a lot of similarities, and they do, they do dovetail to   Sandeep Dayal ** 06:35 Yes, and   Michael Hingson ** 06:37 so I think it's, it is something that a lot of people don't understand nearly as well as they should, and they're not necessarily making the process work   Sandeep Dayal ** 06:48 like that. And I would say, Michael, that, you know, sales and marketing, they go hand in hand. I wrote the book branding between the years around branding specifically, but it actually there's a whole I could have written also a book which would have been called branding between the years, but it would have been all about sales and but, you know, I this sales is such a big topic and such so interesting and so rich that you don't want to sort of squeeze it into a book which is about branding. You know what I'm saying? So, like, in fact, I mentioned that very specifically in my book, that, look, we could do a whole discussion and a whole book about just the psychology of sales, the behavioral science behind sales, and that's very important, but that's a whole separate book. So I hadn't covered it. There it well,   Michael Hingson ** 07:41 it is. And people really get it wrong. They think of sales as, oh, the guy who's trying to make me buy a car and things like that, and, and in one sense, at a at a very low level, I suppose you could say that sales, but that's not really what sales is all about. I got into sales originally, because I was working for a company, and the company was, well, it was Kurzweil Computer Products, Ray Kurzweil, the inventor and futurist and so on. And at the time, they was developing the reading machine for the blind. And I had been asked to join the company in 1978 and then, like May or June of 1979 I was called in, and I was doing Human Factors studies for them, but I was called in and told I was being laid off because I wasn't a revenue generator for the company, which I wasn't. Then the company had too many non revenue producing people, and I needed to go off and find another job unless I would be willing to go into sales. They gave me that option, which was a was a great compliment, and I said, I don't know anything about sales. And the guy who actually made this offer was the Vice President of Marketing for and sales for Kurzweil, which was a gentleman named Andrew Parsons, by the way, who used to work at McKinsey. Ah,   Sandeep Dayal ** 09:06 I see, I see, wow. Anyway, so yes,   Michael Hingson ** 09:11 so he said, We can teach you sales. We'll send you to a tale Carnegie sales course and so on. And I was very fortunate, because the group and the teachers really talked about the true nature of what sales was all about and what it wasn't about, and that sales is really a good salesperson as a teacher, as a guide, as a counselor. And in reality, I can't sell anyone anything. The customers really gotta want to buy it if I do it right, and and that's that's what it's about. And then that came into play for me years later, when, again, I was looking for another job, and I was debating at the time of looking for the job, and we found a company, my wife and I that we thought would be. A good company to go work for, but I debated about whether I say I'm blind in the cover letter, because that's always an issue. If you're blind and you say it, they usually won't pay any attention to you. And if you don't blind and and if you're blind and you don't say you're blind, then you'll go in for an interview and they'll just the defenses will go up immediately. Yeah. And what I did is I wrote a cover letter. And part of the cover letter said, Do you want to hire somebody who comes into the company and sells for eight or 10 hours a day because it was a sales job, and then goes home? Or do you want to hire somebody who truly understands sales for the science and art that it is and sells 24 hours a day as a way of life, which is what a blind person has to do just to be able to convince people to let them do stuff. And it was the that sentence was what got me the interview and got me the job. Wonderful,   Sandeep Dayal ** 10:50 wonderful, you know, you just, you know, you've just inspired me to actually talk about some, you know, some things in sales. And I do make a connection around this topic in my book in the following way. So, you know, branding, you can think of it in two parts. You know, there's one part of branding which is around strategy, which is around, you know, what is your brand going to be positioned? You know, how is your brand going to be positioned? What is it going to be its DNA? What is the brand going to be about? So that's those are decisions and choices you make around what your brand is going to be, which are more stray. But then once you made those choices, your brand actually goes to market, right? And it goes to market often through what sometimes companies will call brand ambassadors. But these are all the people that are in stores. You know? These are, these are the sales side of the people, right? The people that are actually, this is where the rubber meets the road. And so the brand actually goes to market through its ambassadors, who are really the salespeople, the retail people, and what have you. And they have to their work is just so incredibly important. It's just as important as the design of the brand. And I'll give you a couple of examples, because, you know, this is a topic that's close to my heart. So for example, you think of a company like Bulgaria, right, which sells this awfully expensive jewelry, right, hundreds of 1000s of dollars and what have you. And you have to, even if you selling to rich people, they still, you know, think about these things, because these things are pretty expensive. So one of the things what they've done is that they've actually thought through that whole process of from the time that the person is walking into their store to every single moment that they are in the store, to how the purchase happens, and what the post purchase follow up is they've talked through all those things, and I'll give you a very small example about the kinds of things which are more behavioral science oriented, which is, which is where we're going in this discussion. So one of the things they do is that when the salesperson is going to notice that, Hey, you, you know, you're a woman and you like a particular necklace, what they do is they have you, you know, you're sitting in a private room. You're looking at this necklace. There's the salesperson with you, and the person will say to you that look or the brand ambassador, let's call them that. The brand ambassador is going to say, hey, why don't you try it on and what have you? And the woman can then go ahead, the customer can then go ahead and try the necklace on and look at it. And then the salesperson does something where that's very interesting. They say, hey, you know what? I need to just step out and take care of something. Would it be okay if I just do that for five minutes while you're, you know, sitting here? So then they walk out of the room. And now you can imagine, here's the customer, the woman, she's sitting there with the necklace she's wearing, and there's no one to bother her or try to push her into the scale or try to She's just sitting there by herself, and every minute and every second that she's there with that necklace, it's feeling to her more and more like her own. And you know, in psychology, there has been a lot of research that has been done, which basically says that once people feel like something is theirs, they are less likely to part with it. They're less likely to give it up, you know. So it could be anything. It could be, you know, let's say it could be a pen that you own and but once you own it, you start valuing it more than if you didn't own it and it was just sitting on the shelf, and there's been just a lot of research to show that that is the case. So in this instance, what happens is, it's not the single thing that drives the person to the sale, but it is one one step, one small thing that they do which pushes the person or coaxes the person to take one step more, you know, feel like that thing is their own. So that is, you know, that is, that's what selling is about. It's not about, you know, just pushing used cars and so on. So really understanding the mindset and working with people, helping them get comfortable with the idea of owning your product is a critical thing that you do. In another example that I'll give you, this is from. Another very famous behavioral psychologist, Paco Underhill. He wrote a book about why people buy. This was several years it was one of the books that inspired me to get into this whole area. And he used to observe how people shop in stores, and he would make little changes in the stores to help people be more likely to buy. And one of the things he observed was that when you kept items, like, if you had women sweaters, and you put them on a table right in the middle of the aisle, right so you're walking through the aisle in a store, and sometimes you'll see there's a table right there in the middle of the aisle. So you run into the table, and there are whole sweaters piled up there, and you can then, you know, start looking at them. But he found that on one hand, you could say, Hey, I'm putting it right in the middle of the traffic where you're going to be walking, so you'll have no choice but to stop and look at it. But what he found was that women would stop, they would look at those sweaters, but then they would quickly walk away. And the reason that it was happening was that if they stopped in the middle of the aisle, that people would brush by them, and they would it would make them just feel uncomfortable. You know, when somebody just comes in, someone that you don't know, just walking by that brushes by you, it makes you feel uncomfortable. So they would stop there, but they wouldn't stop there long enough to look and make up their minds. So he just had them move those tables to a more comfortable space where someone could not only stop but look at those things at their leisure. And they found that the sales went up. So it's these, it's these little things that you know, that people don't think these are all parts of being a good brand ambassador, and it's all parts of designing the sales experience or the marketing experience for the person in such a way that they're going to be more inclined to prefer your product. So it's just, I wasn't really going to talk about these things, but you brought it up, and it just brought back these things.   Michael Hingson ** 16:58 Another thing that comes to mind just talking about that same thing, which is sort of unrelated, in a way, to exactly what you're talking about is, is this, my wife was in a wheelchair her whole life, and would go to many stores, and when there were blocks in the middle of aisles like tables with sweaters and so on, she couldn't get by. And places like Macy's, for years, just had very narrow aisles, yeah, because they wanted to stuff as much in which they felt was a good thing to do, except then people in wheelchairs couldn't get through. Well, Macy's eventually had to deal with that, because they were sued and they lost, but, but the reality is, I'm sure that that changed to a degree, in some ways, how people viewed exactly where they should put products and so on. And it's a little bit of a different dimension than, than, than what, what you're talking about, but still, nevertheless, yeah, it is also part of what we need to do to recognize that we've got to be inclusive in what we do for everyone.   Sandeep Dayal ** 18:10 Absolutely. I mean, I mean, it's, this is, you know, we're you and I are just talking about some examples here, but this is actually a whole area of science and design, right, which is, when you when you're a company, how exactly yours, your products are displayed in a store, you know, what height they're at, how they're displayed, what kind of a message that communicates to people is, is such an extremely Is it such an important thing that we, in our company, in serenity, we can be doing entire studies, which are, you know, like, three month long studies where we're just designing that whole aspect of how the product is presented in a store for the consumer, for all of them to feel comfortable, for all of them to feel like this is something that they would like to own. And that whole process, like I described about, you know, every moment that you spend getting to that store, being in that store, and then after leaving that store, you know what is every single moment? What's your playbook for that moment is a key piece of what marketing, sales, behavioral science is all about, right?   Michael Hingson ** 19:16 Well, the the idea of sales and marketing and branding and so on is always going to be a moving target. It's a market of or a process of evolution, because as we learn more, as we develop more understanding of psychology and so on, we're going to change it. But I know you talk about the fact that there is the old branding techniques, and there's a lot of new branding. How is branding kind of evolved over time?   Sandeep Dayal ** 19:47 Yeah, now interesting that you bring out. So let's talk about, you know, the whole brand strategy piece, which is, you know, how do you design, how do you design brands, and so on. And I think I in some ways, brand. Marketing is not rocket science, and in other ways it is. So the part that is been relatively straightforward about branding historically has been that, look, if you have a product and you're an entrepreneur, you have a product and you're going to mark put it to market, you just, you know, you start thinking about, okay, how is my product different from everybody else's products. And then once you make a list of all those things that are different, then you say, oh, okay, now which of these things are kind of important for people? And maybe I pick three or four things, and then I can talk about that. And the problem is that while all of that makes a lot of sense, what doesn't make sense is that that's not how the human brain works. So what happens when you make a list of things that are different about your product? It's kind of like, you know, it's kind of like the occasion where my wife gives me a list of things that I need to go and buy from the grocery store, and she might tell me only five things that I have to buy. And I go to the grocery store, you know, I'm, I can't remember what those five things are, and I go, and I come back with three things that were on the list, two that are missing, and maybe another three things that were not on the list at all to begin with, right? So that's, and that's a very natural thing that happens, which is that human beings, our brains are not really designed around remembering lists. So when the marketer goes and said, My brand is about these three things, you know that it's this is, this is something that's going to make your life easy, or, then this thing is very tasty. Well, you know, easy, tasty, like, you know, how am I going to remember all those things. So now, for example, in behavioral science, there's a whole theory around story lining, which is that people are going to remember your brands better if you can put a storyline around it. And the reason is that, like you know, while we are, if I give you a list of 10 things to remember, you're not going to remember. It becomes 10 words to remember. Can become very hard, but at the same time, I can send you to watch. You know, you might go to, you know, somebody might tell you a story about a play that they saw right, which could be a whole 30 minute story, and you might then just be able to remember that story in all its detail, because it's a story, right? Or somebody comes like you now you're telling me about your life and how you went through, you know, you went through the transition from your job to sales, and how you were with Ray Kurzweil. And so I've already remembered more than five things, right, because you, because you told me the thing in such a compelling way, and such a story, you know, in such a story form. And so what we are discovering scientifically is that when you tell people things in terms of stories, when you show them things in terms of patterns, when you when you do rhymes, for example. So there are certain types of things that the brain remembers better than if you just give it lists. So this whole old idea that used to exist that I'm just trying to make my brand about the two or three things that I'm different about just doesn't work, because people, when you tell them that those two or three things, they just don't remember it. And if they don't remember it, are they going to buy your product? So now we are starting to take this new understanding of behavioral science and the psychology that we have from various studies that are being done about the human brain. Right? There's a lot of study that's being done about the human brain, from neuroscientists, from linguists, from cognitive psychologists and so on, and all of them, if you take their knowledge and bring it together, it's giving us an understanding of how the brain actually works. And now you can use that understanding of how the brain works to start thinking better about how you do, how you do the designing around your brands, the strategy around your brand better.   Michael Hingson ** 24:08 And that's in large part what the whole concept of cognitive branding is all about. That's   Sandeep Dayal ** 24:15 what, exactly what cognitive branding is all about. The you know, the name of the book branding between the years is really the illusion to the to the fact that, you know what's between the years. Between the years is our brain, right?   Michael Hingson ** 24:28 For some people, that's what's between the years. And there are others, I'm not so sure   Sandeep Dayal ** 24:34 if there's anything there. Whatever is there that's that really is, is is our perception of the world, right? You know, our perception of what reality is, what the world is, who we are, everything that we think about, what the brands are, it's all. It's not, it's not the billboard out there. It's not what the store it's not that little song jingle, and you know, all of these things. Is, but it's when all of those different things, the touch and feel, the sound and sight, and I mean, all of these things actually are processed in your brain. And so your vision of what this thing is, what this brand is, what it's all about, is really determined. It's arbitrated between your ears. And that's why, you know, the book is called right between   Michael Hingson ** 25:23 wait you you talked before about the woman trying on the necklace, and then the branding Ambassador leaving, and about ownership and so on. It really ultimately comes down to getting people to relate to whatever it is that you're you're trying to get them to relate to and getting them to to feel some ownership, but more important just feeling ways to relate. I sold a number of products that were very similar to products that other companies would produce. I sold big tape backup storage systems that people would use to back up data on Wall Street and other places. And although we were the developers of some of the technology, other companies would would buy our technology, and they would put it in their own products. And the reality is, ultimately, speaking, there were not huge differences directly physically. There were differences in shapes and so on, but they weren't really different. And so the issue is, why would one buy my product as opposed to someone else's? And that's where it gets back to, what is it that we're really talking about, what is it that we're really doing. Why would you buy my product as opposed to somebody else? That has a lot to do with, not just and not at all necessarily, with here are the differences. But rather, you have to find other things that people are going to react to, that they'll perceive your your product as being the one that they ought to have, and it's my job to help them see that in an intelligent way, while at the same time not alienating other people and making me look like just the used car sales guy.   Sandeep Dayal ** 27:15 Yes, yes. And I think that my whole book is really about that very question, which is, which is that, why would somebody buy your brand, right? And and it comes from that study of really understanding how people have bought brands and how in my companies work. So my company does a lot of work around designing brands and helping companies launch their products. And some of those brands have gone on to become some of the largest brands in the world. But really it is, it is, in fact, around that whole question around the why and what, what has changed is. And of course, you know, sometimes, like I said, you can give people a set of reasons, and they will, for those reasons, buy your product. But what we're finding through science is that, what we're finding through science is that it's not, it's not the case that people always make decisions so rationally, you know, it's not the case that people always sit down and do like, a pros and cons of things you know, like, Okay, this is product A, Product B. Let me do a pros and cons. Let me do a spreadsheet on this and so on. People do a lot of things very instinctively, for example. And in fact, there is research that has been done which is, which has shown that 95% of all the choices that people make Okay, in your life, you know in your every day there are 1000s of choices you're making all the time, and there's research that shows that 95% of those choices are done instinctively and not deliberately, right? And this science is called system one and system two by a very famous psychologist who gave those terms to these forms of thinking, the instinctive and the rational thinking. The psychologist name is Daniel Kahneman, and he is at Princeton University. But it's something that you can actually this is something that you can intuitively relate to, which is that you know, for example, when you're driving a car, there are a lot of choices that you're making, and those are very complex life and death choices, right? Because if you make a make a mistake in terms of how you drive the car, but you make choices around how fast you're going to go, how much you're going to press the accelerator, whether you're going to take a left, are you going to veer to the right? You know, all of those choices you're making, and you're just doing that instinctively, almost, not almost without thinking many times people are singing or thinking about something else as they're driving and so on. And all of this is happening instinctively. And the reality is that even when it comes down to branding, there are many, many things that people do. Um. Instinctively and make those choices instinctively. So understanding what that is and how that happens is is a key as is a key part of key part of how you can make brand choices. So I'll give you an example. So what happens is, as we go through our lives, we have many, many different experiences based on those experiences, we have certain learnings, and with those learnings, and those are learnings that I I would call like, that's the wisdom that we acquire over life as a result of the experiences that we have in our life, right? And those are our personal wisdoms, you know? Those are things that you know we have. We have decided this is what, this is how things work. So for example, there's one common wisdom which is seen across many, many people, across countries and so on, where people say, hey, the simpler answer is the better answer, right? And there's a, there's an effect around it's called the Occam's razor, which is, you know, which basically says that, given a problem, and if there are two possible answers to the to the problem, then the simpler answer is the better answer, right? And lot of times this comes from the vis. This kind of wisdom comes from the aspect that you know, Don't over complicate life. Don't overthink things. You know, you did things, such things, sometimes you can decide quickly. So what marketers have done, for example, there is, there's a company called HEB, which is a grocery store in the south where they make prepared meals. And so they did a whole campaign where they essentially say, where they essentially say that, you know, life is complicated. So they had actually an ad where you see this person who is, you know, driving back from work, and there's, he looks up his GPS system, and the GPS says your expected arrival time is Thursday, which was like two days away, which obviously they were exaggerating it. But the idea was to say that, look, life is so complex all the time. You're dealing with traffic and so on, meal time shouldn't be. And then, you know, and then they make a plug for their prepared meals, which is, you know, life is difficult, but meal time shouldn't be and then you have their prepared meals. Now mind you, what they're talking about making life simpler here is not, they're not necessarily saying that, you know, take my prepared meal and put it for two seconds in the, you know, microwave and it's ready to eat. It's not that ease that they're talking about. What they're talking about is the ease of choice, because choice, when we start thinking about choice, it can be very stressful when we have to make sure. So they're saying, take that decision, make that decision. Making around, you know, you already had a tough day. Make the decisions around your meal time, at least easy, you know, which is by, you know, because otherwise, if you were going to make your own meal, you'd be thinking about, Hey, should I eat healthy? Should I eat carbs? Should I do this? Should I, you know, greens? Should I do? You know, there's like a million choices to be made if you're going to make your own meal, but with this, all those choices become very simplified, because you can, you have your pick of all kinds of prepared meals that they sell in their stores. So lowering that burden of choice is what the Occam's Razor is about. And here it's a marketer that is very cleverly doing that. Now mind you, are there prepared me, let's go back to the point you made. Are there prepared meals that much better than, let's say the prepared meals you might get at a Dominic's or a jewel Osco or, say, or an Albertsons. Maybe not, right? But nonetheless, this campaign really taps into the idea that meal time shouldn't have to be so complicated. So go for it, and then you think of that, and you automatically do it, because choice can be instinctive. This is just one example, but there are many, many different things like this that help you, give you a sense of how people make choices. And in my book, I talk about seven different ways that brands, that you can make new brands, these types of brands, which sort of tap into your experiential wisdom. I call them brands with wisdom. That's one way to make great brands. But then you know, of course, there are many other ways that you can do it.   Michael Hingson ** 34:28 Do you think that in Hey, say it this way, but I will a perfect world. It would be better if we made choices instinctively or really analyzed. Or do you think the animal analyzation just introduces too much stress?   Sandeep Dayal ** 34:46 Well, it's it's stress, it's a lot of work. Also, you know, if you're going to analyze everything, you know it's just not possible to analyze everything, which is, the whole idea about learnings, right? Was Once you learn something, you want to be able to use. At learning as broadly as possible, right? And which is why there's all kinds of, you know, there's, there's, there's all kinds of advice from all kinds of sources, from religious sources, from your from your mother, from your from your wife, from your, you know, you from your friends, you get from experts, you get all kinds of advice because you want to be able to have certain principles so that you can live life without having to spend a whole day doing spreadsheets around what's a good choice and what's a bad choice. Having said that, there are certain times when you do have to think when the learnings that are available to you are outside of the experience that you had previously in life. In those instances, you do have to think so it's a this is this is this is a this is a good balance that we have to arrive. And you know, one of the examples that I mentioned in my book is, let's say you're going out and taking a mortgage on your for your home, right? Wow, that's a complicated discussion. Wow. That's a decision where, if you make a mistake, that could be very costly, you could find that Sunday you can't afford your mortgage, you know. So it can be pretty complicated. And so that, in fact, would be a good time to bring out a spreadsheet and, you know, sit down, and maybe sit with a pencil and pencil and a pencil and a piece of paper and write down what the positives and negatives, and you know, different mortgage products might be and what have you, and and also maybe read the fine print. And what happens, though, is that most of the time, we will make a mixed decision, where we will do some instinctive work and some and some appeal, you know, real analysis. So what you might do is you might say, Okay, I gotta get a mortgage. Hmm, you know, which of my friends have you know got a mortgage recently? And maybe I go and talk to them about how their experience has been. Maybe I go, maybe I go talk to Michael, because financially, he's such a smart guy, you know, I'm gonna idea if he's, if he's going for a mortgage with with Bank of America, that must be a good place to go. So I'll most likely go with Bank of America, because Michael went. So this is, that is part of what the now, that is part, part of what is drawing into an expert bias, or a part of what is drawing into a herd effect, right, where people go in a certain direction because they say, hey, everybody else is doing it right? Or person that is an expert is doing it, which is why you see so many ads and in television where there's some ex so called expert who's telling you to do X, Y and Z, and then you say, you stop to think for yourself, and you do it. Now, there are risks with it and but nonetheless, when you're designing brands, we do have to balance, because that can be, in fact, a legitimate strategy where we have certain experts or certain very respected people that are going to make make a recommendation or a suggestion of a product, and then people are going to do it well, if you do it responsibly, that that is a very viable brand strategy that certain brands will take Sure.   Michael Hingson ** 38:11 And if you're going to go into an analysis mode, you need to understand what that means and how to analyze. And you know, for for example, you talked about the expert and, well, I'm going to do it, because he's he's doing it, and there are risks in doing that, and one should really take the time, although I think a lot of people don't, to analyze and look at real facts. Okay, so he had a great success. What about my other friends over here who bought a house in the last couple of years? Yes, and really taking the time to explore it and do it right. If you're going to analyze, really analyze, and don't just look at one person or take one view, it's like you go to a doctor and you get a diagnosis, and then you decide, I really need a second or a third opinion. Do that right? Because it'll make all the difference in the world. Yes.   Sandeep Dayal ** 39:07 Yes, it does. And as you can see, you know, some of these things also come into play, not just in marketing, but you know, right now, we're in the middle of campaigns, campaigns, and there's a lot of very strategic marketing that's done by, you know, in politics, and that's a whole, you can write a whole book about Sure, which is, you know, which is the different strategies that politicians may use to get people to decide. Because, remember, it's, there's only so many voters that are going to actually sit and do a in depth analysis of different policies that have been put in place by different politicians. What was the economic impact of it? You know, whether it's immigration policy, whether it's economic or whatever, you know, whatever I mean, to really do the. The analytics around, did that policy actually work out, and who did it benefit? And so on. Is a lot of work and and most people are not really going to do that,   Michael Hingson ** 40:10 so they should, but they won't. You're absolutely right. Yes, yes.   Sandeep Dayal ** 40:13 I mean, and I think they should do it, I would say at least they should do a mix of the two, right? They should. They have to understand, like, Hey, what's going on? What am I? How do I make some good decision around certain things? But often they may, they may pick on one or two things which align with, really, their system of beliefs, right? Which is why it's important for politicians. Find it very important to figure out what your beliefs are and try to align with them, because they know, if they can do that, then they will go with then you will go with that, because it's already in your belief system and so become very important in marketing, in politics, in our relationships with people, in sales, you know, these are Very important things that influence our lives. In very important ways, sure,   Michael Hingson ** 41:04 and I think that when take taking the politicians, as you said, they you want, you want to see that they've aligned with your beliefs. But I think the other aspect of that, which goes back to analysis, is, are they really aligning with your beliefs, or are they just saying it? And the problem is that we are seeing so much today where there are a lot of things being said and most people are just going strictly on emotion, and they're not analyzing, and that's doing a disservice to everyone. And it would really be great if people would do more real analysis of all of the politicians on both sides and look at what's really happened. I was just reading an article this morning about the economy, and the reality is that it said that the in fact, the most of the naysayers about the economy today come from one party and not the other, and that that's happened more often than not over the last many years. In terms of economy, the people who are going by the party, and that's real lovely. But is that reality? And the problem is, we don't take the time to really look at it,   Sandeep Dayal ** 42:12 yes, and, you know, and that is, it's just, and that's the reality of it. Michael, which is that people's lives are very complicated. There are a lot of things that they're doing, you know. And they have to go to work, they have to cook meals for their kids, they have to have more, you know. There's just so many things happen, yeah. So realistically speaking, people only give a fraction of their mind, of their brain capacity, to many of these decisions, and which is why, as brand marketers, we have to be very cognizant of the fact that people are going to make these decisions based on their own learnings, their own experiences. And therefore, you know, how do we make sure that we can get some preference from them by understanding what their experiences and what their belief systems are. Now, mind you, you have to do this with a sense of responsibility, because, you know, with with all of this learning about how people make their decisions, comes the opportunity to manipulate people you don't want, you know, for brands, you don't want your work to be around doing that. You want to be doing things in in a responsible way. Because, you know, because that is the right thing to do   Michael Hingson ** 43:32 right, and it's important to to do that, and to really take the time to do it right. And it is just kind of one of the issues that we face that a lot of people aren't going to take the time to really analyze or take the time to understand, I'm just too busy to do that. Yeah, yeah. And people take advantage of that and do spin things and try to just manipulate. And unfortunately, there's way too much that going on in so many things that we observe and see today, because they're taking advantage of the fact that people are so busy. Yes,   Sandeep Dayal ** 44:09 yes. And that's why, you know, when I in my book, I have a whole chapter, by the way, and in the book on ethics, you know, so it's, it's called branding with ethics, and it's, it is exactly about that point, which is with this knowledge and with this learning. Because, you know, when you read my book, you're, you know, we've talked about maybe two or three things out of the book in terms of how you can influence people, but in the book, there are 30 different things that you can learn. So because it's an it's an entire playbook for how you do this, well, right? But with that, but with that, comes that responsibility for every marketer to understand what is the right way to do that. Because, yeah, you might, you might get some bump in sales. You might, you know, make a nice little bonus one here. But ultimately, these things can. And, yeah, not the right things to do, you know, so you have to. So, in fact, in the book, and let me see if I can remember my own book, there are, you know, few things that I talk about. I talk about three principles that every, every branding campaign must pass through. So one is this whole idea of that we understand as the canonical principle, which is, you know, do unto others as you would they do want to use. So don't do a campaign which you wouldn't want someone doing to you or to your kids or something like that. Right? So that's one thing that that is, that is, that's a no no. Second thing that is a no no is that don't do anything, which is this actually comes from a philosopher by the name of Immanuel Kant, a very famous German philosopher, Immanuel Kant, who came out with something called a categorical imperative. And really what he talks about is that don't do anything, which if everyone started doing that, would be a social, you know, that would be a social detriment, right? That the detriment of the society don't do something that, which, if everybody else also did, would really lead to a deterioration of society. And so that's another principle that that is very important. And then the last one is, you know, the sun, the sunshine principle, which is, don't do anything, which, if people discovered that you had done it, that you would feel embarrassed about it, right? So you know things that you're willing to talk about, the do, things that if they appeared in the front pages of the New York Times, that this is what you did, that you wouldn't be embarrassed by it. You wouldn't, you would still be proud of what you had done so with those three things, I find that most market you know, most marketing dilemmas, most branding dilemmas, can, in fact, be be addressed. Yeah,   Michael Hingson ** 46:53 and that makes perfect sense by any standard a question that I'm been thinking about. You dealt with a lot of pharma companies and so on, and I would suspect that in dealing with a lot of pharmaceutical organizations and so on, you've interviewed a lot of people, probably a lot of people with disabilities and so on. How do you think that the work that you are doing and have done has really benefited or affected them?   Sandeep Dayal ** 47:20 Yes, I think that is, I think actually one of the things that I do a lot of work in the pharmaceutical sector, actually, and in the healthcare sector generally. But in the pharmaceutical sector, for one, and I actually love working in that space. It is, you know, as a marketer, it's, it's where you you really feel like you're actually making a big impact, to be honest. Because you know when, when the some pharmaceutical companies these days have come up with some fantastic drugs, which I've personally seen have made a phenomenal difference in in people's lives. You know, you can imagine, as a marketer, if you will, I have a choice of working for consumer product companies and tell them how to sell a box of cereals in a better way, or I can work with a pharmaceutical company and help them, you know, with get a get a drug to market, which is really going to have a transforming effect on a person's life, and so in my calculus, in my equation, that has weighed heavily, which is that when you work with these companies, with the healthcare companies, you're so close to truly appreciating people's people's lives and how those things can and can be, can be altered. So lot of times in the work that I've done, it's been, it's been very much about understanding how, how people that have certain disabilities or certain diseases in certain cases, how their lives are really being impacted, how that disease is robbing something away from them, but understanding it through their lens and seeing how you can actually come in with a conversation oftentimes, you know you Those are things that don't have anything to do with the drug that you're going to be marketing, but nonetheless, having that total understanding is essential to actually connecting with that person to begin with. You know, because remember that branding and marketing is a lot about communications, unless you can understand how you're going to relate to that person and how you are going to communicate with that person, you're actually not going to make process. You're not going to make progress, and you're not going to be able to get them in a place which is a better place for them. And so in that sense, it's very important. I'll give you an example. There was one time I was working with, with a company called AbbVie, which has one of the most successful drugs called humera, which is for people with rheumatoid arthritis, right? And in rheumatoid arthritis is it's kind of like a lifelong disease. And before this drug came out, people used to go through a lifetime of suffering, you know, in terms of joint pain, in terms of stiffness in their joints and so on. And it was just just a very, you know, difficult situation. There were no good no good solutions out there. However, when the when the drug came out, we were finding that even people that could benefit from this drug, you know, that they were not actually taking it, because they said, Hey, this is a newfangled drug. It's a biologic, gee, I've been taking, you know, pain pills, and it's kind of fine. I've spent the last 20 years in pain, and I've kind of managed IT and, and I'll be fine. I don't need to take some, you know, this new fangled, maybe experimental drug. It wasn't experimental, but nonetheless, nonetheless, that's how people can think about it. I don't want to experiment on right and, and it was kind of like, you know, we really had to understand that, that mindset, because we, you know, one time I talked to, I was doing a focus group, and I was talking to this woman. Her name was Lisa, and she was, you know, talking about her things. And I was telling her, Hey, Lisa. And this was when I was a young marketer, less, much less experienced and much less wiser than I am now. I was telling Lisa, hey, look, you know, this is a fantastic day. I don't understand why you're not taking it, because it's a fantastic drug. Your pain will go away, your stiffness will go away, and you're going to feel a lot better. You'll be able to go, go get a job. You'll you know this is, this is just going to change your life. You know what's, what's going on here? And she sort of stopped me, and she said, looked at me, and she said, Look, Sandeep, if you don't understand what I'm going through and what my life is all about. How are you going to help me? And that was kind of such a, you know, it was a moment that sort of stopped me, because at that moment, sort of it was kind of very perplexing to me. Because remember market, as a marketer, you came from that mindset that if I tell you what my product, how my product is different, and what it does, then you should obviously want it right? That was the mindset. That was the list branding mindset. But here, what I was being told by this person was that look, unless you unders, unless I have that connection with you, unless I understand, unless I feel, unless I can trust that you are a person that can relate to what I'm going through, and you understand my life, I'm not going to trust anything. Right? Which is fair, which is fair, so, which is but as a young marketer at that time, I didn't understand, sure, and I was, hey, well, you know, why does she care whether I understand her life or not? You know, I've got a drug that's going to change your life, you know, so, but that is that sort of got me on this journey of understanding, what is this consumer psychology? What is this? What is the what are these things that are going to help people change their behaviors? And then you get into all these things about wisdom, around beliefs, around values, around empathy, which are all the different ways in which you can design brands, which are going to be way more effective, which I then talk about in my book, and with all these different experiences that I have, and I, of course, I give lots of examples and stories because, remember, we said stories are important, so you need to be able to tell stories so that people can can can remember what you're saying better, but, yeah, that's so it's a book about brands, but it's a book about stories. Really, one   Michael Hingson ** 53:48 of the things that I find being blind, so if you will, that I find as a person with a disability is that we tend not to be included in the conversation. Yeah, people make so many assumptions about disabilities, and they start with the basic premise, well, disability means lack of ability. Well, it doesn't, but we, we don't get included in a lot of the conversations. And so the result is we have things like people who are diabetic and who let's let's use people who are blind and diabetic or have diabetes. The problem is that the way to deal with measuring insulin and really dealing with measuring blood glucose have been very primitive, and while there is newer technology that allows for more constant monitoring, just recently, the first version that has the potential to be accessible for people who happen to be blind has come on the market and has been approved, and that actually is using an app with a with. The constant monitor that transmits to the app, but, but the reality is, there's so many issues and so many types of things where we get left out because the pharmaceutical industry doesn't include it, or consider it a high enough priority, or it's too expensive, and again, a total lack of understanding or value of what we bring to the marketplace, and how do we deal with changing that?   Sandeep Dayal ** 55:28 Yes, I mean, that is such a great example that you're bringing, you know, bringing from your from your personal life. So thank you for sharing that. But I think you know in the example that I talked about, it was the same thing that was very apparent, which is, even when people are, you know, not necessarily, they don't necessarily have a disability, you know. So they're not blind, they're not you know, but they still get left out of conversations, yeah, right, because the people that are in a position of power, or the marketers, are just not listening to everything that listening to there are not sensitive, you know, they talk about being customer centric, but they really are not, and that is because they because, you know, and it's, and I'll give you an example, you know, outside of disabilities, I'll give you an example about how people get left out of conversations in many different ways. So there was a campaign that recently for and that was done by by Samsung, you know, again, a very rich company with the best marketers in the world. No shortage of resources and so on. And they were, they were, you know, marketing, their new watch, you know, like to compete with Apple Watch. Apple Watch, right? And they came out with this campaign in which they showed this woman that's running through, you know, decides at two in the morning to run through some streets, and she's running through these very sketchy streets, and she's in the in middle, the middle of the night, and so on. And she is, you know, there is another person that is kind of just playing with her, biking around her and so on. And it was kind of a very sketchy ad, which, which, which was put out there. And what happened was, when they put this ad out there, they thought it was super cool. The ad agency thought it was super cool because they're very cool graphics. But then again, the person that you're leaving out of that conversation is really the customer and consumer, right? Yeah, and they put out this ad, and women saw this ad, and they said, You've got to be kidding. And right around the time that this ad came out in Ireland, there was a woman who had, in fact, gone out running at night, and, you know, and then and she got, she got attacked, you know, and she got attacked and raped and this and that. So there was that whole story going and meanwhile they come out with this ad, which is almost depicting this kind of a situation, this woman in this and they're thinking it's pretty cool, because of the graphics that they've done, and so you have to be very sensitive to not just what you're saying, but what the other person is actually hearing, you know? And I'm saying hearing in a, in a, in a kind of medical right, which is you have to be able to see things from the from the eyes, from the ears, you know, from the perspective of the person that is actually getting this message. Otherwise, you are doing what you just said, which is you're leaving them out of the conversation. And I think that is what you just described so eloquently in your own experience, right?   Michael Hingson ** 58:47 And and it happens so often in so many different ways. We have been doing this about an hour, and I think we're going to have to stop so we don't get people too, too tired of us. But a couple of things, but a couple of things. Can we, can we continue this and do another episode in the future?   Sandeep Dayal ** 59:06 Oh, of course, yeah, you know, I'd be happy to talk to you, Michael, this is, I think we should do it easy for me, it just, it just kind of flows. So if you're getting what you need out of this, then I'm happy to to do this in Oh,   Michael Hingson ** 59:20 I think, we should. How can people reach out to you and so on, if they'd like to,   Sandeep Dayal ** 59:26 so that there are multiple ways that they can do that they can go to my blog website, which is simply my name, sandeepdayal.sandeepdayal.com   Michael Hingson ** 59:35 Can you spell that, please? That   Sandeep Dayal ** 59:38 is S, A, N, D, E, P, D, A, Y A L, at, sir, at, sorry, no, I made them say Sandeepdayal.com.com that's what that is, yes, or they can go to my company website, cerenti.com, C, E R, E N T I.com Com. And in both instances, there is a place where they can send messages. And I usually look at those messages personally and respond. I always respond,   Michael Hingson ** 1:00:12 well, cool. Well, I really appreciate you taking the time to come on. And I do want to do another episode, so we will schedule. We have to schedule a time and record it, because I know there are lots of other questions and things that we can delve into. So if you don't mind, I think we should do it.   Sandeep Dayal ** 1:00:28 Yeah, we'll do that. Let me just mention to you that I am going to be actually out of the country in February and March, coming back in the middle of April. Okay, either we can do it then, or if you wanted to do it earlier, I mean, I can, I'll be in India, but I can still, I've done lots of webinars from there, so it's not an issue, as long as we can work with the time difference. Well,   Michael Hingson ** 1:00:52 bottom line is, like we did with this one, we'll schedule it at whatever time is. Can we end for you? So I'll, I'll resend, I'll resend the link, and you just schedule it for when you want. So if you want. So if you want to do it when you get back, that's okay, whatever works for you.   Sandeep Dayal ** 1:01:06 Okay, yeah, no, I'd love to do it. Michael, so thank you. Thank you again for including me on your podcast.   Michael Hingson ** 1:01:12 Well, thank you, and I want to thank you all for listening. We really appreciate it. I hope that you'll give us a five star rating wherever you're listening to unstoppable mindset. We really value your ratings and we value your input. You'd like to reach out to me. You can do so by sending me an email at Michael M, I, C, H, A, E, L, H I at accessibe, A, C, C, E, S, S, I, B, E.com, Michael at Access Michael h i@accessibe.com or go to our podcast page, www, dot Michael hingson.com/podcast, and Michael Hingson and again, is M, I, C, H, A, E, L, H, I N, G, S O N.com/podcast, so please do that and send deep for you, as well as others. If you know of somebody else who we ought to have on as a guest on unstoppable mindset, really would appreciate you emailing me or letting me know we are always looking for more people to have on, although it is fun to talk to somebody more than once like we will do with Sandeep, well, thank you all for listening and again. Sandeep, I want to thank you one last time for being here as well.   **Sandeep Dayal ** 1:02:14 Thank you very much for having me. I enjoyed this.   1:02:22 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while

Sandeep Dayal is a seasoned marketing and strategy leader, with 20+ years of experience across industries. In addition to serving as the Managing Director, Sandeep heads the firm's Pharmaceuticals and Medical Devices Practice. He serves as a counselor to C-suite executives and board members at Fortune 500 companies. He has served 50+ clients in over 100 engagements around the world (including 15+ major countries in the EU, LatAm and Asia). He is regarded as one of the leading minds in Marketing Strategy and has co-authored articles in Marketing Management, McKinsey Quarterly and Strategy & Business. His current research focuses on Cognitive Branding and Cognitive Selling, which integrates the latest advances in neuroscience and psychology, to offer a completely new way for developing modern power brands - and drive up sales performance. --- Support this podcast: https://podcasters.spotify.com/pod/show/dylanconroy/support

How can an approach that originated in finance help you better evaluate epics and initiatives in SAFe, particularly around uncertainty and risk? In today's episode, Adam talks to SAFe Fellow and SPCT Joe Vallone about real options. The two discuss how the approach is best applied at the portfolio level and why it's useful in evaluating MVPs and in deciding whether to pivot, persevere, or refactor. Read the article mentioned in the podcast. Like what you hear? Connect with Joe on LinkedIn. Explore SAFe courses here.   Scaled Agile Framework Improving Portfolio Outcomes with Real Options - Scaled Agile Framework Because traditional valuation tools such as NPV ignore the value of flexibility, real options are important in strategic and financial analysis. —McKinsey Quarterly [1] Improving Portfolio Outcomes with Real Options By Joe Vallone, SAFe Fellow, Scaled Agile Inc., and Claus Hirzmann, Strategic-Finance SAS Note: This article is part of the Community Contributions series, which provides additional points of view and guidance based on the experiences and opinions of the extended SAFe community of experts. Abstract To maintain portfolio flow andRead more Est. reading time 12 minutes   Scaled Agile Framework Improving Portfolio Outcomes with Real Options - Scaled Agile Framework Because traditional valuation tools such as NPV ignore the value of flexibility, real options are important in strategic and financial analysis. —McKinsey Quarterly [1] Improving Portfolio Outcomes with Real Options By Joe Vallone, SAFe Fellow, Scaled Agile Inc., and Claus Hirzmann, Strategic-Finance SAS Note: This article is part of the Community Contributions series, which provides additional points of view and guidance based on the experiences and opinions of the extended SAFe community of experts. Abstract To maintain portfolio flow andRead more Est. reading time 12 minutes   Scaled Agile Which SAFe Course is Right for Me? SAFe Course Finder Use our Course Wizard to find the SAFe® course that's right for you. Start the path toward your Scaled Agile certification today. (8 kB)    

In this episode: Dr. Jeremy Lucabaugh, Tom Bradshaw,  Nic Krueger, Richard Cruz, Dr. Martha Grajdek, Lee Crowson, Imani Nakyanza.   Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References   Biglan, A., Flay, B. R., Embry, D. D., & Sandler, I. N. (2012). The critical role of nurturing environments for promoting human well-being. American Psychologist, 67(4), 257.   Brassey, J., Güntner, A., Isaak, K., & Silberzahn, T. (2021). Using digital tech to support employees' mental health and resilience. McKinsey Quarterly.   Garga, P., & Khanb, A. (2022, February). Role of Mindfulness in the Prediction of Stress Resilience and Psychological well-Being of Medical Practitioners. In 25th International Conference on IT  Applications and Management (P. 142).   Ingram, L. (2019). Mindfulness-Based Stress Reduction (MBSR) for mindfulness and well-being in working adults: A systematic review and intervention study (Doctoral dissertation, University of Sheffield).   Jnaneswar, K., & Sulphey, M. (2021). A study on the relationship between workplace spirituality, mental wellbeing and mindfulness. Management Science Letters, 11(3), 1045-1054.   Wei, H., Roberts, P., Strickler, J., & Corbett, R. W. (2019). Nurse leaders' strategies to foster nurse resilience. Journal of Nursing Management, 27(4), 681-687.

For many people who work, their identities are wrapped in what they do. their first lines are, "I'm a...lawyer, salesperson, therapist, teacher..." But what happens when you retire? Who are you then? Who do you become or who do you get to be? And how do you decide when and how to shed this work identity. In this episode of Flesh 'N Bold, Drs. Heard & Heard-Garris talk to their newly retired mother and ask her about her decision to retire and how she decided to exit her job of 40 years. She may or may not have mentioned standing on the desk and pulling down her pants, but you'll have to listen to know for sure. Listen, Like, Share, & SubscribeProducers: Nevin J. Heard and Nia J. Heard-Garris Music: “Clay”; "Elephant Loop“; "Gentle Chase"; "LA”; by Podington BearFull References found here:The Black experience at work in charts (McKinsey Quarterly, 2021)The Gap Between Minority Experience & White Perceptions Of Racism At Work (Rice, 2021)Prevalence of workplace discrimination and mistreatment in a national sample of older U.S. workers: The REGARDS cohort study (Fekedulegn et al. 2019)LGBT People's Experiences of Workplace Discrimination and Harassment (Williams Institute, 2021)Gay and Straight Men Prefer Masculine-Presenting Gay Men for a High-Status Role: Evidence From an Ecologically Valid Experiment (Gerrad, Morandini, & Dar-Nimrod, 2023)

In our latest podcast episode, William had the privilege of chatting with Christine Porath, Visiting Faculty at the University of North Carolina at Chapel Hill, renowned for her ground breaking research on helping people and communities thrive. Christine is not only a prolific contributor to the Harvard Business Review but has also graced the pages of the New York Times, Wall Street Journal, McKinsey Quarterly, and the Washington Post. Her expertise has benefited executive programs at esteemed institutions like Harvard, Georgetown, and the University of Southern California (USC), where she was a faculty member at the Marshall School of Business. With an impressive body of work, she authored "Mastering Community," "Mastering Civility," and co-authored "The Cost of Bad Behaviour."   In this episode, Christine shares her insights on Building a Community at Work – a topic of paramount importance in today's professional landscape. Tune is as we explore her wealth of knowledge and experience! Listen now to gain valuable insights and ideas for nurturing thriving communities at work.  Find out more about the work Christine does here: Christine Porath | Author, PHD, Professor, Researcher, Speaker  

For this episode, let's revisit one of the classics by Strategy Skills where we discuss the 3 career path options that consultants face once they become partners. We discuss each career path and what it means for a consultant's career. These are differences that are crucial to know and understand because partner career paths that appear to be more attractive often lead to disappointing results. For example, did you know it is a really bad idea to emulate the career path of all the McKinsey and BCG partners who appear in the McKinsey Quarterly, BCG perspectives, and HBR? This counter-intuitive podcast will explain why. Many consultants don't spend enough time analyzing and considering the implications of following each career path. They take a superficial look at who are the partners most known and respected within the firm and try to emulate those partners. Yet, down the road, they often end up at a dead end. We further address which partner career path you should follow if your goal is to become a CEO one day. Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Welcome to The Voice of Retail. I'm your host Michael LeBlanc. This podcast is brought to you in conjunction with Retail Council of Canada.In a special summer encore episode, my guest is Carolyn Dewar, senior partner at McKinsey & Company and co-author of the bestselling "CEO Excellence: The Six Mindsets That Distinguish The Best Leaders from the Rest."Originally from Canada, now living in San Francisco, Carolyn takes us through the essence of her CEO excellence practice and book, starting with the six critical responsibilities of a CEO to help us set the frame. Then we dive into the six mindsets that set elite CEOS apart. Whether you are a CEO today, aspiring to a leadership position, or a business excellence student, this podcast episode is for you!Buy the BooKhttps://amzn.to/3Jos2Q6About CarolynCarolyn founded and co-leads McKinsey's CEO excellence work, coaching many Fortune 100 CEOs to maximize their effectiveness in the role, including business aspiration-setting and roadmap, culture shifts to unlock performance, top-team effectiveness, managing external stakeholders, board engagement, and resetting their own personal operating model. She also works extensively with clients to drive organizational effectiveness at pivotal moments—such as merger, strategic shift, and crisis—and lead large-scale performance improvement programs integrating strategic, operational, and cultural initiatives.Examples of Carolyn's recent client work include the following:-new CEO onboarding across industries, counseling many CEOs as they navigate their CEO journey in terms of business priorities, organization, top team, stakeholders, and board dynamic-working directly with the CEO and top team to manage one of the largest mergers in financial services and reinvent the operating model of a Fortune 50 firm in a new regulatory environment-redesigning and installing a new operating model—including organization design, day-to-day management practices, culture, and incentives—of a Fortune 50 consumer-goods company to align resources and attention for future growth-managing the merger integration between a spin-off of a Fortune 20 company with a fast-growth tech firm to establish a newco, involving significant culture, integration, leadership, and strategy alignment, as well as building and executionIn addition to her direct work with clients, Carolyn conducts ongoing research. Among her many articles are two of the most read McKinsey Quarterly articles of all time, “The CEO's role in leading transformation” and “The irrational side of change management”. She has also authored two foundational publications: “Performance culture imperative: A hard-nosed approach to the soft stuff” and “Breaking new ground: Making a successful transition into your new executive role”.Carolyn regularly gives keynote speeches and hosts CEO and senior executive roundtables on topics related to leadership, executive transitions, and change management. Carolyn serves as faculty for McKinsey's executive programs: The Bower Forum, The CEO Excellence Forum, and Executive Transitions Master Class.Carolyn is a Canadian and British citizen, and currently lives in San Francisco with her two children and husband. She is a board trustee of Bay Area Discovery Museum and has a Master's degree in economics and international relations from University of St Andrews, Scotland. About MichaelMichael is the Founder & President of M.E. LeBlanc & Company Inc. and a Senior Advisor to Retail Council of Canada and the Bank of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Today's Shopping Choice and Pandora Jewellery.   Michael has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions with C-level executives and participated worldwide in thought leadership panels. ReThink Retail has added Michael to their prestigious Top Global Retail Influencers list for 2023 for the third year in a row. Michael is also the president of Maven Media, producing a network of leading trade podcasts, including Canada's top retail industry podcast, The Voice of Retail. He produces and co-hosts Remarkable Retail with best-selling author Steve Dennis, now ranked one of the top retail podcasts in the world. Based in San Francisco, Global eCommerce Leaders podcast explores global cross-border issues and opportunities for eCommerce brands and retailers. Last but not least, Michael is the producer and host of the "Last Request Barbeque" channel on YouTube, where he cooks meals to die for - and collaborates with top brands as a food and product influencer across North America.

Welcome to an interview with the author of Inside the Competitor's Mindset, John Horn, where he shares proven techniques to help businesses think like the competition and understand why they act the way they do. Inside the Competitor's Mindset presents a systematic approach to competitive intelligence that starts with three frameworks to get inside the competitor's mindset, predict their reactions to your moves, and assess whether the competition is getting ready for a spontaneous move of their own.  John Horn is a professor of practice in economics at the Olin Business School at Washington University in St. Louis. He teaches MBA students microeconomics, macroeconomics, and global business. John was a Senior Expert in the Strategy Practice of McKinsey & Company for 9 years, working with clients on competitive strategy, war gaming workshops, and corporate and business unit strategy across a variety of industries and geographies. He helped over 100 clients with war game workshops and developed a set of simulation exercises to help companies understand the challenges of reallocating resources. He continues to consult through his LLC: Gateway Competitive Insights. John has published nine papers in the McKinsey Quarterly and three in the Harvard Business Review, mostly on the application of behavioral economics and competitive insight to business strategy. John has a PhD in economics from Harvard University, where he also received a Masters degree in economics. Get John's book here: Inside the Competitor's Mindset: How to Predict Their Next Move and Position Yourself for Success. John Horn https://rb.gy/ahn1x Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

For this episode, let's revisit a Strategy Skills classic with Kevin P. Coyne, founder of Coyne Scientific. He is the former Director and co-leader of both McKinsey's Worldwide Strategy Practice and CEO transitions practice, and the host of The Consulting Offer II Kevin attended the Harvard Business School after his junior year of college. He simultaneously graduated from both Rice University and Harvard in 1978 and joined McKinsey as the youngest associate ever and one of the youngest principals ever appointed. During a 27 year career at McKinsey Kevin advised clients on a variety of issues and across a broad range of industries including banking, consumer goods, venture capital, industrial, telecommunications and the public sector. His primary area of focus was corporate strategy. He has worked one-on-one with over twenty-five different CEOs. Kevin has been an active leader in civic roles throughout his career. He served as an Executive Assistant and sole policy advisor to the Deputy Secretary of the United States Treasury, the second ranking department official in the Reagan Administration. In that role he advised on Brazil's economic growth, served as an intermediary between Britain and Argentina after the Falklands war and advised on opening Japan's capital markets. He recently co-led several pro-bono efforts, including the following: Setting up the Bush-Clinton Katrina Fund Leading the Atlanta and London Olympic Games committees on several initiatives Leading the team supporting former US President Carter on the Atlanta Project helping low-income citizens Kevin has co-written 6 Harvard Business Review articles, 12 McKinsey Quarterly articles and 2 bestselling business books, as well as many other articles across influential business publications. Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Thales Teixeira the co-founder of digital disruption consultancy Decoupling (Decoupling.co), and previously the Lumry Family Associate Professor at Harvard Business School, where he taught for 10 years. There he has taught MBA, doctoral and executive-level courses in Marketing Models, Digital Marketing and E-commerce. His two primary domains of research constitute Digital Disruption and The Economics of Attention. He is the author of dozens of articles published in trade press outlets such as The Harvard Business Review, The McKinsey Quarterly, Think with Google, and in academic journals such as Marketing Science, JMR, JM, and JAR. His research and opinions have been routinely featured in The NY Times, The Financial Times, among others. In his most recent book, Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption, he dives into his concept of decoupling—the idea that what drives disruption is not technology or new innovations, but the ability to identify and create solutions in the links along the customer value chain. We dig into this concept in its implications in this episode, including: In this episode, he shares:His definition of the customer value chain —and where it really starts and ends, contrary to what we traditionally have thought How disruption is not as much about competitors as it is about understanding the customers' point of view How startups often create disruption by learning how to target weaknesses in the customer value chain neglected by incumbent organizations And how incumbent organizations can stay competitive by beating others to disrupting their own value chain—even those not heavily invested in technology _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode00:52—Introducing Thales + The topic of today's episode2:41—If you really know me, you know that...2:29—What is your definition of strategy?6:55—Could you share your definition of disruption with us?8:09—Could you explain how your work led you to one of your most central principles of decoupling?12:03—What exactly constitutes the customer value chain, and how is it different than the customer journey?14:24—Could you share an example of a company that has decoupled and disrupted a customer value chain?16:27—Could we dive into how Best Buy effectively decoupled their service offering?18:05—How did Airbnb target a narrow type of customer in a value chain to start their business?22:30—What should an incumbent do in these decoupling instances, and what do they get wrong?26:23—How can people follow you and connect with you to continue learning from you?24:23—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Decoupling United Company Page: https://www.decoupling.co/aboutNewest Book: https://www.amazon.com/Unlocking-Customer-Value-Chain-Decoupling-ebook/dp/B07D6BD87K?ref_=ast_author_mpbLinkedin: https://www.linkedin.com/in/thales-teixeira-391587Twitter: https://twitter.com/ThalesHBS

Thales Teixeira the co-founder of digital disruption consultancy Decoupling (Decoupling.co), and previously the Lumry Family Associate Professor at Harvard Business School, where he taught for 10 years. There he has taught MBA, doctoral and executive-level courses in Marketing Models, Digital Marketing and E-commerce. His two primary domains of research constitute Digital Disruption and The Economics of Attention. He is the author of dozens of articles published in trade press outlets such as The Harvard Business Review, The McKinsey Quarterly, Think with Google, and in academic journals such as Marketing Science, JMR, JM, and JAR. His research and opinions have been routinely featured in The NY Times, The Financial Times, among others. In his most recent book, Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption, he dives into his concept of decoupling—the idea that what drives disruption is not technology or new innovations, but the ability to identify and create solutions in the links along the customer value chain. We dig into this concept in its implications in this episode, including: In this episode, he shares:His definition of the customer value chain —and where it really starts and ends, contrary to what we traditionally have thought How disruption is not as much about competitors as it is about understanding the customers' point of view How startups often create disruption by learning how to target weaknesses in the customer value chain neglected by incumbent organizations And how incumbent organizations can stay competitive by beating others to disrupting their own value chain—even those not heavily invested in technology _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode00:52—Introducing Thales + The topic of today's episode2:41—If you really know me, you know that...2:29—What is your definition of strategy?6:55—Could you share your definition of disruption with us?8:09—Could you explain how your work led you to one of your most central principles of decoupling?12:03—What exactly constitutes the customer value chain, and how is it different than the customer journey?14:24—Could you share an example of a company that has decoupled and disrupted a customer value chain?16:27—Could we dive into how Best Buy effectively decoupled their service offering?18:05—How did Airbnb target a narrow type of customer in a value chain to start their business?22:30—What should an incumbent do in these decoupling instances, and what do they get wrong?26:23—How can people follow you and connect with you to continue learning from you?24:23—How can people follow you and connect with you to continue learning from you?__________________________________________________________________________________________Additional Resources: Decoupling United Company Page: https://www.decoupling.co/aboutNewest Book: https://www.amazon.com/Unlocking-Customer-Value-Chain-Decoupling-ebook/dp/B07D6BD87K?ref_=ast_author_mpbLinkedin: https://www.linkedin.com/in/thales-teixeira-391587Twitter: https://twitter.com/ThalesHBS

Christine Porath discusses why community is critical to well-being and shares powerful examples of how to build it in the workplace. — YOU'LL LEARN — 1) The astounding benefits of a sense of community. 2) The one thing to avoid with community-building activities. 3) How vulnerability leads to richer communities. Subscribe or visit AwesomeAtYourJob.com/ep868 for clickable versions of the links below. — ABOUT CHRISTINE — Christine Porath is a tenured professor at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Christine is a frequent contributor to the Harvard Business Review, and has written articles for New York Times, Wall Street Journal, McKinsey Quarterly, and Washington Post. She frequently delivers talks and has taught in various Executive programs at Harvard, Georgetown, and USC. Prior to her position at Georgetown, she was a faculty member at University of Southern California's Marshall School of Business. Christine's work has been featured worldwide in over 1500 television, radio and print outlets. It has appeared on 20/20, Today, FoxNews, CNN, BBC, NBC, msnbc, CBS, ABC, and NPR. It has also been included in Time, the Wall Street Journal, the Financial Times, Fortune, Forbes, NY Times, The Washington Post, and L.A. Times. • Book: Mastering Community: The Surprising Ways Coming Together Moves Us from Surviving to Thriving • LinkedIn: Christine Porath • Twitter: @PorathC — RESOURCES MENTIONED IN THE SHOW — • Book: The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal by Jim Loehr and Tony Schwartz • Book: The Joy of Movement: How exercise helps us find happiness, hope, connection, and courage by Kelly McGonigal • Book: TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments by Douglas Conant and Mette Norgaard • Book: Man's Search for Meaning by Viktor Frankl • Past episode: 150: Expressing Radical Candor with Kim Scott • Past episode: 310: Managing Your Energy to Perform at Your Best with Tony Schwartz See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, I speak with Sandeep Dayal, the Managing Director of consulting firm Cerenti, about his extensive experience advising senior executives at Fortune 500 companies in industries spanning pharmaceuticals, financial services, and consumer products. Sandeep is regarded as one of the leading minds in marketing and brand strategy and has co-authored articles in Marketing Management, McKinsey Quarterly, and Strategy+Business.We delve into his latest book, "Branding Between the Ears," which draws on his years of experience in working with some of the most successful consumer brands and his company's proprietary knowledge capital. Sandeep's current research focuses on Cognitive Branding and Selling, which translates the latest advances in behavioral economics and social psychology into completely new ways for developing modern power brands and driving up salesforce performance.In this insightful conversation, Sandeep shares his thoughts on the three elements that make up a cognitive brand, how to know when to shift a marketing strategy, the messaging that makes a client feel like a brand understands them, mistakes brands most often make, and the process behind finding new marketing research studies. He also discusses the importance of brands of wisdom and brands chosen by deliberation, as well as how to get people to buy your brand and three ways to have intrinsic motivation.Finally, Sandeep shares his hope for entrepreneurs after they read his book and what is on the horizon for brands. This episode is a must-listen for anyone interested in marketing and brand strategy, and for entrepreneurs looking to take their businesses to the next level.We talk about:[0:00] Intro[2:30] Three elements that make up a cognitive brand[7:30] When to know how to shift a marketing strategy[9:40] The messaging that makes a client feel like a brand understands them[13:10] Mistakes brands most often make[16:20] The process behind finding new marketing research studies[25:10] Brands of wisdom[25:50] Brands chosen by deliberation[29:00] Getting people to buy your brand[31:25] Three ways to have intrinsic motivation[35:30] Sandeep's hope for entrepreneurs after they read his book[37:40] What is on the horizon for brandsConnect with Sandeep here:www.instagram.com/sandeepdayal004https://twitter.com/sandeepdayalhttps://www.facebook.com/profile.php?id=100064465411245     http://sandeepdayal.com Connect with Kaye here:Brand Personality Quiz: https://www.kayeputnam.com/brandality-quiz/https://www.youtube.com/user/marketingkayehttps://www.facebook.com/marketingkaye/https://www.kayeputnam.com/https://www.kayeputnam.com/brand-clarity-collective/

Professor Christine Porath is an Associate Professor at Georgetown University's McDonough School of Business and helps organizations build thriving workplaces. She's the author of the award winning books, Mastering Civility: A Manifesto for the Workplace and Mastering Community: The surprising ways coming together moves us from surviving to thriving. Her speaking and consulting clients include Google, United Nations, World Bank, International Monetary Fund, Genentech, Marriott, National Institute of Health, Department of Labor, Department of the Treasury, Department of Justice, and National Security Agency.  Christine has written for the Harvard Business Review, the New York Times, Wall Street Journal, McKinsey Quarterly, Washington Post, Psychology Today, and Thrive Global. She serves on the Advisory Council for the Partnership for Public Service. Porath has been recognized as a Top 100 Leadership Speaker and Top MBA Professors of 2017. Her work has been featured on 20/20, Today, FoxNews, CNN, BBC, NBC, msnbc, CBS, ABC, NPR, Time, the Wall Street Journal, the Financial Times, Fortune, Forbes, NY Times, The Washington Post, L.A. Times and other outlets.  In this episode we ask her about: Her amazing career Research Incivility  Advice for medical students and doctors  Christine Porath: http://www.christineporath.com/ Mastering Civility: https://www.amazon.co.uk/Mastering-Civility-Manifesto-Christine-Porath/dp/1455568988 For comments, collaboration or feedback, contact us via email or Twitter. Email: medspirepodcast@gmail.com Twitter: @medspirepodcast

Welcome to Strategy Skills episode 341, an interview with the author of Inside the Competitor's Mindset, John Horn, where he shares proven techniques to help businesses think like the competition and understand why they act the way they do. Inside the Competitor's Mindset presents a systematic approach to competitive intelligence that starts with three frameworks to get inside the competitor's mindset, predict their reactions to your moves, and assess whether the competition is getting ready for a spontaneous move of their own.  John Horn is a professor of practice in economics at the Olin Business School at Washington University in St. Louis. He teaches MBA students microeconomics, macroeconomics, and global business. John was a Senior Expert in the Strategy Practice of McKinsey & Company for 9 years, working with clients on competitive strategy, war gaming workshops, and corporate and business unit strategy across a variety of industries and geographies. He helped over 100 clients with war game workshops and developed a set of simulation exercises to help companies understand the challenges of reallocating resources. He continues to consult through his LLC: Gateway Competitive Insights. John has published nine papers in the McKinsey Quarterly and three in the Harvard Business Review, mostly on the application of behavioral economics and competitive insight to business strategy. John has a PhD in economics from Harvard University, where he also received a Masters degree in economics. Get John's book here: Inside the Competitor's Mindset: How to Predict Their Next Move and Position Yourself for Success. John Horn Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo  

Aaron, who writes frequently about organizational topics, has published many articles in McKinsey Quarterly and elsewhere. He is a member of the master faculty of the Change Leaders Forum and of the Organizational Agility Forum, which he helped establish. He has also led McKinsey's thinking on organizational health and was on the teams that developed the Organizational Health Index (OHI), OrgLab, and Influencer. He has a Ph.D. in social and organizational psychology from Columbia University, where he specialized in organizational dynamics, culture, human resource management, leadership effectiveness, and strategic change. https://www.mckinsey.com/featured-insights/mckinsey-on-books/deliberate-calm https://twitter.com/harperbusiness?lang=en https://www.linkedin.com/in/aaron-de-smet/ This episode is brought to you by... Remarkable Masterclasses. Each masterclass is designed to help you become the remarkable leader and human you were born to be. Details on how to get on board for a specific skill or get discounts each month can be found on our website. Book Recommendations Deliberate Calm: How to Learn and Lead in a Volatile World by Jacqueline Brassey, Aaron De Smet, Michiel Kruyt  The Hedgehog Effect: The Secrets of Building High Performance Teams by Manfred F. R. Kets de Vries Related Episodes Creating Deep Purpose with Ranjay Gulati The Art of Conscious Conversation with Chuck Wisner

Raju Narisetti is a journalism and media icon who currently leads global publishing for McKinsey & Company, the globally renowned management consulting firm. At McKinsey, Raju leads an organization responsible for all publishing channels including its website, video, podcasts, newsletters, reports and the McKinsey Quarterly in print, and more. Raju has led the newsrooms and businesses of some of the largest, best known organizations in the world. It's a resume that would take too long to read but includes The Wall Street Journal, The Washington Post, The Economic Times, News Corp, Gizmodo, and he's founder of India's national business newspaper, Mint. Anchored in diversity with a proven global track record at the highest levels, Raju's career has helped some of the oldest brand names rediscover and ethically maintain their digital-centric relevance. As a writer and content marketer who began in hyperlocal journalism, interviewing Raju is a massive honor and opportunity I don't take lightly. He's truly world-class and his approachability is inspiring. Waymarker, meet Raju Narisetti. --- Support this podcast: https://podcasters.spotify.com/pod/show/waymarker/support

In conjunction with Climate Week, we are launching the first episode in our three-part NOW podcast series on the transition to a low-carbon economy. In this first episode, Brown Advisory's Erika Pagel sits down with Atul Arya, the Chief Energy Strategist of S&P Global, to discuss the race to net zero. They cover the impact of the war in Ukraine, the role of traditional energy companies, the promise of technology and innovation, and the feasibility of reaching the Paris Agreement's critical but ambitious targets by 2050.Guest:Atul Arya, Ph.D.Senior Vice President and Chief Energy Strategist, S&P GlobalHost:Erika PagelCIO of Sustainable Investing; Portfolio Manager, Brown AdvisoryBackground Reading: Getting Going: Breaking Through the Barriers to Corporate Climate Action, Oliver Wyman/The Climate Group, September 14, 2022 Energy Transition Outlook, S&P Global, August 15, 2022 The Net-Zero Transition in the Wake of the war in Ukraine: A Detour, a Derailment, or a Different Path?, McKinsey Quarterly, May 19, 2022 Why the Energy Transition Will Be So Complicated, Dan Yergin, The Atlantic, November 27, 2021 Thank you for joining us on our podcast journey. To stay in touch about future podcasts, please sign up here. Visit our website to learn more: www.brownadvisory.com/now. We want to hear from you! Send a note to NOW@brownadvisory.com to get in touch. The views and opinions expressed in this podcast are those of the speaker(s) and do not necessarily reflect those of Brown Advisory. These views are not intended to be and should not be relied upon as investment advice and are not intended to be a forecast of future events or a guarantee of future results. The information provided in this podcast is not intended to be and should not be considered a recommendation or suggestion to engage in or refrain from a particular course of action or to make or hold a particular investment or pursue a particular investment strategy, including whether or not to buy, sell, or hold any of the securities mentioned. It should not be assumed that investments in such securities have been or will be profitable. There is a risk that some or all of the capital invested in any such securities may be lost. This piece is intended solely for our clients and prospective clients, is for informational purposes only, and is not individually tailored for or directed to any particular client or prospective client.

Prof. Thales Teixeira is the co-founder of digital disruption consultancy Decoupling.co. Previously, he was the Lumry Family Associate Professor at Harvard Business School, where he taught MBA, doctoral and executive-level courses in Marketing Models, Digital Marketing and Ecommerce for 10 years. His two primary domains of research constitute Digital Disruption and The Economics of Attention. He is the author of dozens of articles published in trade press outlets such as The Harvard Business Review, The McKinsey Quarterly, Think with Google, and in academic journals such as Marketing Science, JMR, JM, and JAR. His research and opinions have been routinely featured in The NY Times, The Financial Times, ABC Nightly News, NBC News, NPR, Forbes, Quartz, The New Yorker and The Guardian. Thales is the author of Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption, which is based on eight years of research visiting dozens of startups, tech companies and incumbents. Thales shows how and why consumer industries are disrupted, and what established companies can do about it—while highlighting the specific strategies potential startups use to gain a competitive edge. In this episode with Swami & Vignesh, Thales talks about: Disruption & the genesis of Decoupling Product Development in Developed vs Developing Markets Differences between Customer Value Chain and Customer Journey How certain Customer Value Chain niches are creating new business models How to define Business Models through the Customer Value Chain How Large Companies Vs Startups approach Customer Needs Identifying Erosion of Product-Market Fit Insight into how Uber, Airnbnb & Etsy made their first 1000 customers ...and many more insights and strategies. Listen in on the podcast. You can also catch the full video episode on YouTube.

Career advocates are critical to career growth. In fact, employees with advocates are 23% more likely to advance at work. However, many people assume that their success is based purely on capability.   Renée Dye joins to discuss the key role and critical attributes of advocates, how you can cultivate and attract influential players to meet your goals, and the impact of remote work on relationship management and organizational culture.Renée is an associate professor in the practice of Organization & Management at Emory University's Goizueta Business School. Prior to this role, she served in McKinsey's Global Strategy practice for more than 12 years and as chief strategy & innovation officer for Navigant. Her expertise has been featured in leading publications, including the Harvard Business Review, McKinsey Quarterly, and Fortune.  Organizational Politics: A Big Challenge for New & Emerging Leaders  During a recent survey of MBA graduates at Goizueta, Dye uncovered a startling insight. Of the many challenges new and emerging leaders face, these graduates felt least equipped to navigate organizational politics. She encourages universities to add curriculum around this topic–and devotes an entire class to this area to support her students. It takes more than strategies and skillsets to propel yourself to the C-suite; career advocates and champions are key.    Organizations are Not Meritocracies While organizations are not meritocracies, many workers and students feel that career success is predicated purely on capability. Dye shares that excellence is critically important, but it's not enough. Relationship management is a crucial skill everyone should cultivate.   Research shows that employees with advocates are 23% more likely to advance at work. So, what should you look for in a career advocate?  Mentors vs. Advocates Mentors and advocates are both important for career growth, but the set of attributes necessary for each varies. A mentor is a personal coach that provides a safe place to share. You can go to this person with no fear of judgement or consequence. You can be completely transparent and open about mistakes. On the other hand, an advocate needs to be above you vertically in your own or outside of your organization. They have likely been in the job market longer than you, have accumulated more experience, and can open doors for you. They are in a position of authority and have political power. They also need to have a deep and abiding faith in you and what you can achieve. They know you are not going to let them down.   Common Mistakes in Identifying Advocates  The most common mistake that employees make, particularly underrepresented individuals, is assuming that an advocate needs to look like them. It can be human nature to search for advocates of your same race and gender, but this can greatly limit your pool of potential advocates. Instead focus on your fit in other areas. Do you share similar personalities? Do you approach problems in a like-minded way? Do you have shared interests?  The Advocacy Value Proposition  When you are working with an advocate, their credibility is on the line. They have worked hard to advance in their career and have accumulated social, political, and relational capital along the way. For them to take you on, you must prove that you will add to their store of capital rather than deplete it.   So, what can you do to make it a mutually beneficial relationship?   First off, do excellent work. You will not even be considered unless you always bring your A-game.   Next, make yourself indispensable to your potential advocate. It's important to note that this does not have to be in the confines of your job description. For example, if they support a nonprofit that is near and dear to their heart, support their work on the board, chair a committee, and get involved. Leaders appreciate this effort because it shows that you're not just in it for a narrow job evaluation, but that you are committed for the long haul.   Show gratitude. Individuals want to know they're making a difference in your life. Communicate gratitude in a heartfelt and thorough way to cement your advocacy value proposition.  Remote Work & Career Growth In recent years, we've seen a major shift in employer policies surrounding remote work. Surveys show that workers are eager to embrace the flexibility of this approach, but there are costs to working off site, including diluted company culture and waning employee engagement.   Younger workers benefit most from in-office culture because they are exposed to advocates and can participate as apprentices. It's very difficult to cultivate a relationship with an advocate remotely, and the exchange can feel transactional. For older employees who have built relationships for decades, remote work may not impact career trajectory; however, while it may seem attractive, you're not giving back to the younger generation through the advocacy and apprenticeship that you enjoyed earlier in your career.     To learn more about Goizueta Business School and how principled leaders are driving positive change in business and society, visit www.goizueta.emory.edu.  

In this episode, we lay out the challenges that soaring inflation presents for business leaders and chart a path forward. We are joined by two authors of a recent McKinsey Quarterly article, ‘Navigating inflation: A new playbook for CEOs'. Ezra Greenberg is a partner in our Stamford, Connecticut office and co-leads our strategic transformation services work in North America. He also leads our work on macro scenarios and trends globally, helping clients understand how these forces impact strategy and investment decisions. Asutosh Padhi is a senior partner in Chicago. He's also the managing partner for McKinsey across North America. Asutosh is part of our global leadership team and serves clients on strategies related to technology, innovation, and operating model redesign. Read Asutosh Padhi and Ezra Greenberg's article: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/navigating-inflation-a-new-playbook-for-ceos Contact Asutosh: https://www.mckinsey.com/our-people/asutosh-padhi Contact Ezra: https://www.mckinsey.com/our-people/ezra-greenberg Join our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance Read more > Listen to the podcast (duration: 40:19) >

In this episode, we lay out the challenges that soaring inflation presents for business leaders and chart a path forward. We are joined by two authors of a recent McKinsey Quarterly article, ‘Navigating inflation: A new playbook for CEOs'. Ezra Greenberg is a partner in our Stamford, Connecticut office and co-leads our strategic transformation services work in North America. He also leads our work on macro scenarios and trends globally, helping clients understand how these forces impact strategy and investment decisions. Asutosh Padhi is a senior partner in Chicago. He's also the managing partner for McKinsey across North America. Asutosh is part of our global leadership team and serves clients on strategies related to technology, innovation, and operating model redesign. Read Asutosh Padhi and Ezra Greenberg's article: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/navigating-inflation-a-new-playbook-for-ceos Contact Asutosh: https://www.mckinsey.com/our-people/asutosh-padhi Contact Ezra: https://www.mckinsey.com/our-people/ezra-greenberg Join our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-financeSee www.mckinsey.com/privacy-policy for privacy information

In this episode, we lay out the challenges that soaring inflation presents for business leaders and chart a path forward. We are joined by two authors of a recent McKinsey Quarterly article, ‘Navigating inflation: A new playbook for CEOs'. Ezra Greenberg is a partner in our Stamford, Connecticut office and co-leads our strategic transformation services work in North America. He also leads our work on macro scenarios and trends globally, helping clients understand how these forces impact strategy and investment decisions. Asutosh Padhi is a senior partner in Chicago. He's also the managing partner for McKinsey across North America. Asutosh is part of our global leadership team and serves clients on strategies related to technology, innovation, and operating model redesign. Read Asutosh Padhi and Ezra Greenberg's article: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/navigating-inflation-a-new-playbook-for-ceos Contact Asutosh: https://www.mckinsey.com/our-people/asutosh-padhi Contact Ezra: https://www.mckinsey.com/our-people/ezra-greenberg Join our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-financeJoin 90,000 other members of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

content warning: infrequent strong language Sports Dietitian, climber, and crag mama Amanda Watts returns to the MGC podcast. She shares her experience of discovering climbing during her teenage years at a time when indoor climbing existed solely to train for real rock, outdoor climbing meant trad routes, boulder matts were predominately homemade and women at the crag were a rare sight.  Amanda talks about how modern technology has impacted the way we approach adventure, and why she is grateful that she discovered climbing well before she owned a mobile phone akin to a mini computer. Our meandering chats explore Amanda's relationship with risk since becoming a mother, her journey of creating a life that brings her happiness and throwing away the guilt of how she "should" be living, and discovering the motivation behind pushing hard.  It's a conversation that touches on so many aspects of a climbers life, and so often comes back to recognising what motivates you, what gets you excited, the people who inspire you to push hard...and owning that space.  Visit Amanda's Website thrivend.com.au Follow Amanda on Instagram *Hewlett Parkard "study" was actually an internal report, conclusions were published as part of article 'A Business Case for Women' in The McKinsey Quarterly by Georges Desvaux, Sandrine Devillard-Hoellinger and Mary C. Meany. 

For this episode, let's revisit one of the classics by Strategy Skills where we discuss the 3 career path options that consultants face once they become partners. We discuss each career path and what it means for a consultant's career. These are differences that are crucial to know and understand because partner career paths that appear to be more attractive often lead to disappointing results. For example, did you know it is a really bad idea to emulate the career path of all the McKinsey and BCG partners who appear in the McKinsey Quarterly, BCG perspectives, and HBR? This counter-intuitive podcast will explain why. Many consultants don't spend enough time analyzing and considering the implications of following each career path. They take a superficial look at who are the partners most known and respected within the firm and try to emulate those partners. Yet, down the road, they often end up at a dead end. We further address which partner career path you should follow if your goal is to become a CEO one day. Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Minter Dialogue with Carolyn Dewar Carolyn Dewar is a senior partner at McKinsey, who founded and co-leads the McKinsey CEO and Board Excellence service line, in which role she advises many Fortune 100 CEOs. She has published more than 30 articles in the Harvard Business Review and McKinsey Quarterly, and is a frequent keynote speaker. Her latest book, "CEO EXCELLENCE, The Six Mindsets That Distinguish the Best Leaders from the Rest," published by Scribner, was cowritten with Scott Keller and Vik Malhotra. In this conversation, we discuss special insights from her interviews with CEOs, having the right mindset for tomorrow's challenges, differences between male and female leaders, authenticity and flexibility. If you've got comments or questions you'd like to see answered, send your email or audio file to nminterdial@gmail.com; or you can find the show notes and comment on minterdial.com. If you liked the podcast, please take a moment to rate/review the show on RateThisPodcast. Otherwise, you can find me @mdial on Twitter.

Richard P. Rumelt is one of the world's most influential thinkers on strategy and management. McKinsey Quarterly described him as “strategy's strategist” and “a giant in the field of strategy.” He is the author of Good Strategy/Bad Strategy: The Difference and Why It Matters, reviewed by the Financial Times as “the most interesting business book of 2011” and by Strategy + Business as “the year's best and most original addition to the strategy bookshelf.” Richard received his doctoral degree from Harvard Business School and is the Harry and Elise Kunin Chair Emeritus at the UCLA Anderson School of Management. His new book, The Crux, goes on sale May 3, 2022, from PublicAffairs. In this podcast, he shares: Why so many organizations practice “Bad Strategy” and how to spot it when you see it Why strategy is fundamentally about solving problems How the secret behind the strategies of SpaceX and other breakthrough companies rests on finding the “crux” of the problem and how to choose a crux that others are not paying attention to Why we see so much vertical integration today and when that will change The three skills of: figuring out what is critical, constraining what is critical vs. what is controllable, and focusing energy on that __________________________________________________________________________________________"."-Richard Rumelt__________________________________________________________________________________________Episode Timeline:00:00—Introducing Richard + The topic of today's episode1:46—If you really know me you know that...2:20—What is your definition of strategy?6:38—What are some of the ideas or concepts you are most well-known for?9:17—How do you recognize bad strategy?10:39—Could you explain the concept of "crux"?14:50—How to narrow down on actual challenge being solved16:40—Do you think you've seen a rise in vertical integration, and what is your opinion on it?18:48—Where can people find you and connect with you?__________________________________________________________________________________________Additional Resources: Faculty Page: https://www.anderson.ucla.edu/faculty-and-research/strategy/faculty/rumeltNewest book: https://www.publicaffairsbooks.com/titles/richard-p-rumelt/the-crux/9781541701243/Last book: http://goodbadstrategy.com/LinkedIn: https://www.linkedin.com/in/richard-rumelt-18520828/

Richard P. Rumelt is one of the world's most influential thinkers on strategy and management. McKinsey Quarterly described him as “strategy's strategist” and “a giant in the field of strategy.” He is the author of Good Strategy/Bad Strategy: The Difference and Why It Matters, reviewed by the Financial Times as “the most interesting business book of 2011” and by Strategy + Business as “the year's best and most original addition to the strategy bookshelf.” Richard received his doctoral degree from Harvard Business School and is the Harry and Elise Kunin Chair Emeritus at the UCLA Anderson School of Management. His new book, The Crux, goes on sale May 3, 2022, from PublicAffairs. In this podcast, he shares: Why so many organizations practice “Bad Strategy” and how to spot it when you see it Why strategy is fundamentally about solving problems How the secret behind the strategies of SpaceX and other breakthrough companies rests on finding the “crux” of the problem and how to choose a crux that others are not paying attention to Why we see so much vertical integration today and when that will change The three skills of: figuring out what is critical, constraining what is critical vs. what is controllable, and focusing energy on that __________________________________________________________________________________________"."-Richard Rumelt__________________________________________________________________________________________Episode Timeline:00:00—Introducing Richard + The topic of today's episode1:46—If you really know me you know that...2:20—What is your definition of strategy?6:38—What are some of the ideas or concepts you are most well-known for?9:17—How do you recognize bad strategy?10:39—Could you explain the concept of "crux"?14:50—How to narrow down on actual challenge being solved16:40—Do you think you've seen a rise in vertical integration, and what is your opinion on it?18:48—Where can people find you and connect with you?__________________________________________________________________________________________Additional Resources: Faculty Page: https://www.anderson.ucla.edu/faculty-and-research/strategy/faculty/rumeltNewest book: https://www.publicaffairsbooks.com/titles/richard-p-rumelt/the-crux/9781541701243/Last book: http://goodbadstrategy.com/LinkedIn: https://www.linkedin.com/in/richard-rumelt-18520828/

Hey, have you subscribed to the bookmark newsletter? If you liked this, you might like my twice-monthly email with book reviews and ideas of what you should be reading, and listening to, next. Click here to subscribe. About the book Despite our deep desire to feel a sense of belonging, many of us feel isolated. The rise of technology and modern workplace practices have led people to be even more disconnected, even as we remain constantly contactable. And as our human interactions have decreased, so too have our happiness levels. This is sparking a crisis in mental health that will have repercussions for years, leaving people lonelier and organizations less productive and profitable, too. What Christine Porath has discovered in her research is that leaders, organizations, and managers of all stripes may recognize there is a cost but have few solutions for how to implement the cure: Community. Source: http://www.christineporath.com/books/ About the author Christine Porath is a tenured professor at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Christine is a frequent contributor to the Harvard Business Review, and has written articles for New York Times, Wall Street Journal, McKinsey Quarterly, and Washington Post. She frequently delivers talks and has taught in various Executive programs at Harvard, Georgetown, and USC. Prior to her position at Georgetown, she was a faculty member at University of Southern California's Marshall School of Business. Christine's work has been featured worldwide in over 1500 television, radio and print outlets. It has appeared on 20/20, Today, FoxNews, CNN, BBC, NBC, msnbc, CBS, ABC, and NPR. It has also been included in Time, the Wall Street Journal, the Financial Times, Fortune, Forbes, NY Times, The Washington Post, and L.A. Times. Source: http://www.christineporath.com/ Big idea #1 — Bring them together and let them go The first rule of community is bringing people together, which is probably comes as no surprise. Connecting and uniting people is the core of a community, that can be people on the same team, such as the Chicago Bulls, or disparate people who share a common ailment, as in the practice of shared medical appointments used in some medical institutes in the US. Unity has an exponential effect if it's done well, by positively impacting one person the whole community gets better. However, to truely realise the potential of a community you have to let go of them, let go of yourself, and let go of your ego. The founders of the 100,000 Homes Campaign found this when they discovered that a community group was using their manual, but they hadn't been through the 100,000 Homes official training. This group had got hold of the manual through another group who had been through the training. Now at first the 100,000 Homes team were a bit affronted, they thought that if these people hadn't been trained properly how could they have do the work? It's easy to let ego get in the way, but you can't get the scale and the impact if you stay too centralised and controlled. For a campaign like this, trying to get 100,000 people experiencing homelessness into homes and into stable living arrangements, they quickly realised that they were not going to do that on their own. What they instead decided to do was help empower other groups and set the principles and practices. What you need to do is have clear guidelines and guardrails on what matters, what you can do, what you can't do, and let people get on with it. Southwest Airlines do a really good job of this, they let their people make the best decisions for their customers by making it incredibly clear what's important. As a result you get amazing stories of the lengths that Southwest staff will go to for their customers. Big idea #2 — R.E.S.P.E.C.T. Respect is at the core of any community you're building. Without it, you won't have a healthy community. Christine takes this idea further with the behaviour of civility, which is to move culture forward in a more civil way. Civility happens throughout the life cycle; as you hire reward, promote, and train for civility. She says that civility boosts, trust, likeability, and perceived integrity. Some situations get to the stage where you just have to start again. There was an example of this in the book of a company called Traeger, led by Jeremy Andrus. When he joined Traeger the culture was toxic, at one point it became physically dangerous, this was the catalyst that something drastic had to change. After a number of months of trying to make some changes and coming up and getting more and more resistance because of what had come before, Jeremy decided to shut down the headquarters and move it to another state. This meant they let a lot of people go, but it also meant they could bring the right new people in to lead the company going forward. There was obviously a huge financial, emotional, and operational cost involved in doing that, but the results that the company achieved in the time that Jeremy was was CEO as a result of those changes were phenomenal. Big idea #3 — Your role As the world feels bigger and more complex, it's easy to dismiss our own roles in community and culture, because it feels so much bigger than just us.  But Christine says there's four things you can influence that will help you better contribute to a community.  Self-awareness: asking for some hard feedback, or getting some coaching that sheds light on some of your blindspots. Physical wellbeing: just moving our bodies and the getting all the physical and mental benefits of doing so will help you better contribute to your community. Recovery: making sure you're sleeping, getting enough rest, taking time off, and seeing this as an important part of your work. Mindset: adopting a growth or a positive mindset to overcome challenges, and also helping others do the same. Let's connect LinkedIn Instagram  See omnystudio.com/listener for privacy information.

On this episode, Andrew is joined by Christine Porath, author of Mastering Community: The Surprising Ways Coming Together Moves Us from Surviving to Thriving. Christine Porath is a tenured professor at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Christine is a frequent contributor to the Harvard Business Review, and has written articles for New York Times, Wall Street Journal, McKinsey Quarterly, and Washington Post. She frequently delivers talks and has taught in various Executive programs at Harvard, Georgetown, and USC. Prior to her position at Georgetown, she was a faculty member at University of Southern California's Marshall School of Business. Learn more about your ad choices. Visit megaphone.fm/adchoices

This is Jesse Pujji and today we're breaking down McKinsey & Company, the world's pre-eminent management consulting firm. Founded in the thick of the Industrial Revolution, McKinsey set about professionalizing the way businesses were managed. An accountant by trade, James McKinsey, took inspiration from a range of well-established professions like engineers, doctors, and lawyers to create a new category.    Today, some 100 years later, management consultants are entrenched in every part of the global economy and McKinsey continues to lead the field. To break down the business, I'm joined by Romeen Sheth, a McKinsey alum and the current President of Metasys Technologies. Please enjoy this business breakdown of McKinsey & Company.   For the full show notes, transcript, and links to the best content to learn more, check out the episode page here.   -----   This episode is brought to you by Visible Alpha. The team at Visible Alpha built a platform to analyze consensus data and financial metrics on over 6,000 publicly traded companies. Rather than having to dig through models one by one, Visible Alpha extracts data from every line item across sell-side models so you can better understand expectations on metrics beyond just revenue and earnings. Try Visible Alpha for free by visiting visiblealpha.com/breakdowns   -----   This episode is brought to you by Scribe. Scribe is the trusted transcription provider for the business and investing community. Scribe is designed to accurately transcribe messy, real-world audio and is unique in that it's optimized for the complexities of enterprise audio, such as company and product names, currencies, accents and numbers. Visit kensho.com/breakdowns to learn more and unlock your free trial.   -----   Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes.   Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here.   Follow us on Twitter: @JoinColossus | @patrick_oshag | @jspujji | @zbfuss   Show Notes [00:02:35] - [First question] - What is McKinsey & Company and what management consulting looks like [00:04:52] - Their project-based model and what's being bought and sold when McKinsey makes a sale [00:07:36] - The scale of the business and how profitable it is [00:08:58] - How many projects McKinsey is running and how big of an opportunity management consulting is [00:10:37] - McKinsey's famous ownership model and how it works [00:12:49] - The history of McKinsey, who started it, and how it has evolved in modern times [00:19:01] - How the firm has changed in the post-Bower era [00:22:12] - McKinsey's biggest competitors, their dynamics of practice groups, and vertical projects [00:25:46] - How a CEO or top level manager decides which management consulting firm to do business with [00:27:38] - The overview of a normal project for McKinsey, what they sell, and costs associated with it [00:33:07] - The process of marketing and sales and their talent flywheel [00:36:07] - The traditional side of their sales and marketing and the McKinsey Quarterly [00:37:44] - How someone can pitch business to McKinsey and their sales process [00:39:47] - What makes the organization special and unique from a team or work perspective [00:41:01] - Their talent model and how they find and develop their talent  [00:45:14] - How their staffing model is unique and how they tie feedback into staffing [00:51:06] - Examples of the scandals that have happened and why [00:55:24] - The biggest growth levers of the business looking forward [01:02:03] - Things that could happen in a macro environment to aid McKinsey's future [01:03:52] - What could happen to make McKinsey a shell of its former self  [01:05:38] - Where Romeen would direct people to go for further study; The Firm [01:06:31] - Lessons for builders and investors when studying McKinsey's story

Welcome to The Voice of Retail. I'm your host Michael LeBlanc. This podcast is brought to you in conjunction with Retail Council of Canada.Being a CEO in the modern age is one of the most complex and challenging roles in business. Notwithstanding that, there has been no guidebook or framework that describes what excellence looks like in this all-important role.My guest on this episode is Carolyn Dewar, senior partner at McKinsey & Company and co-author of the compelling new book "CEO Excellence: The Six Mindsets That Distinguish The Best Leaders from the Rest."Originally from Canada, now living in San Francisco, Carolyn takes us through the essence of her CEO excellence practice and book, starting with the six critical responsibilities of a CEO to help us set the frame. Then we dive into the six mindsets that set elite CEOS apart. Whether you are a CEO today, aspiring to a leadership position, or a business excellence student, this podcast episode is for you! Thanks for tuning into this special episode of The Voice of Retail.  If you haven't already, be sure and click subscribe on your favourite podcast platform so new episodes will land automatically twice a week, and check out my other retail industry media properties; the Remarkable Retail podcast, the Conversations with CommerceNext podcast, and the Food Professor podcast.  Last but not least, if you are into BBQ, check out my all new YouTube barbecue show, Last Request Barbeque, with new episodes each and every week! I'm your host Michael LeBlanc, President of M.E. LeBlanc & Company & Maven Media, and if you're looking for more content, or want to chat  follow me on LinkedIn, or visit my website meleblanc.co!  Have a safe week everyone! Buy the BooKhttps://amzn.to/3Jos2Q6 About Carolyn Carolyn founded and coleads McKinsey's CEO excellence work, coaching many Fortune 100 CEOs to maximize their effectiveness in the role, including business aspiration-setting and roadmap, culture shifts to unlock performance, top-team effectiveness, managing external stakeholders, board engagement, and resetting their own personal operating model. She also works extensively with clients to drive organizational effectiveness at pivotal moments—such as merger, strategic shift, and crisis—and lead large-scale performance improvement programs integrating strategic, operational, and cultural initiatives. Examples of Carolyn's recent client work include the following: -new CEO onboarding across industries, counseling many CEOs as they navigate their CEO journey in terms of business priorities, organization, top team, stakeholders, and board dynamics -working directly with the CEO and top team to manage one of the largest mergers in financial services and reinvent the operating model of a Fortune 50 firm in a new regulatory environment -redesigning and installing a new operating model—including organization design, day-to-day management practices, culture, and incentives—of a Fortune 50 consumer-goods company to align resources and attention for future growth -managing the merger integration between a spin-off of a Fortune 20 company with a fast-growth tech firm to establish a newco, involving significant culture, integration, leadership, and strategy alignment, as well as building and execution In addition to her direct work with clients, Carolyn conducts ongoing research. Among her many articles are two of the most read McKinsey Quarterly articles of all time, “The CEO's role in leading transformation” and “The irrational side of change management”. She has also authored two foundational publications: “Performance culture imperative: A hard-nosed approach to the soft stuff” and “Breaking new ground: Making a successful transition into your new executive role”. Carolyn regularly gives keynote speeches and hosts CEO and senior executive roundtables on topics related to leadership, executive transitions, and change management. Carolyn serves as faculty for McKinsey's executive programs: The Bower Forum, The CEO Excellence Forum, and Executive Transitions Master Class. She is a co-author of the upcoming book, CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. Carolyn is a Canadian and British citizen, and currently lives in San Francisco with her two children and husband. She is a board trustee of Bay Area Discovery Museum and has a Master's degree in economics and international relations from University of St Andrews, Scotland. About MichaelMichael is the Founder & President of M.E. LeBlanc & Company Inc and a Senior Advisor to Retail Council of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience and has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions with C-level executives and participated on thought leadership panels worldwide.  Michael was recently added to ReThink Retail's prestigious Top 100 Global Retail Influencers for a second year in  2022. Michael is also the producer and host of a network of leading podcasts, including Canada's top retail industry podcast, The Voice of Retail, plus the Remarkable Retail with author Steve Dennis, Global E-Commerce Tech Talks and The Food Professor with Dr. Sylvain Charlebois.  Most recently, Michael launched Conversations with CommerceNext, a podcast focussed on retail eCommerce, digital marketing and retail careers - all available on Apple, Spotify, Amazon Music and all major podcast platforms.   Michael is also the producer and host of the “Last Request Barbeque” channel on YouTube where he cooks meals to die for and influencer riches.

  Episode Description: Marketing is a science. And now, thanks to advances in cognitive science, marketers can harness the power of human psychology to influence consumer behavior. What is cognitive marketing? What are its benefits? How does it differ from other types of marketing? Learn all this and more during an interview with Sandeep Dayal, seasoned marketing and strategy leader. He shares how cognitive science can be applied to branding and marketing. Plus, how we can use cognitive marketing to develop strategies that are more likely to succeed. About Sandeep Dayal: Sandeep Dayal is regarded as one of the leading minds in Marketing Strategy. He is the author of "Branding Between the Ears - Using Cognitive Science to Build Lasting Customer Connections." He's also co-authored articles in Marketing Management, McKinsey Quarterly and Strategy & Business. In addition to writing, Sandeep serves as the Managing Director and EVP at Cerenti Marketing Group, LLC. and heads the firm's Pharmaceuticals and Medical Devices Practice. He serves as a counselor to C-suite executives and board members at Fortune 500 companies. Plus, he's on the board of directors for the Albums of Heritage Foundation and iKONVERSE, and is a keynote speaker.

Tim Welsh is Vice Chair, Consumer and Business Banking (CBB) at U.S. Bank, the fifth-largest bank in the country. The company has been recognized by Ethisphere as one of the World's Most Ethical companies for six consecutive years. Collectively the CBB group includes consumer products, branches, small businesses, mortgages, auto, and many elements of digital. CBB accounts for nearly half of U.S. Bank's loans and deposits. Tim works with colleagues to achieve their collective purpose, which is to power the potential of consumers and businesses. Previously, he was a senior partner at McKinsey & Company, based in Minneapolis. In his nearly 27 years at McKinsey, he served clients throughout the financial services and consumer industries including some of the nation's leading insurers, banks, investment firms, consumer packaged goods, retailers, and health care companies.  Tim also cares passionately about helping the Minneapolis-St. Paul community thrive. He is one of the founders of the Itasca Project, which was covered in the NY Times, McKinsey Quarterly and Tom Friedman's book "Thank You for Being Late." He serves on the boards of many non-profit organizations in the community and nationally.    Show Notes: https://www.linkedin.com/in/tim-a-welsh/ https://www.usbank.com/index.html https://upsidefoods.com/ https://itascaproject.org/ https://www.mckinsey.com/quarterly/the-magazine https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/an-environment-where-everybody-can-thrive-a-conversation-with-us-banks-tim-welsh

Branding Between The Ears Sandeep Dayal Branding Between The Ears author Sandeep Dayal #BrandingBetweenTheEars #CognitiveBranding #SandeepDayal Hi, and welcome to the show! On today's call I have the pleasure of welcoming Author, Consultant and Managing Director at Cerenti Marketing Group, Sandeep Dayal, to talk about his book Branding Between the Ears, and we explore the importance of rethinking how to appeal to consumers using cognitive science to build lasting customer connections and epic brands. Sandeep a seasoned marketing and strategy leader at the consulting firm Cerenti Marketing Group. He serves as a counsellor to C-suite executives and board members at Global Fortune 500 companies and has helped clients build blockbuster brands in markets spanning the EU, Latin America, Asia and the US. He has co-authored articles in Marketing Management, McKinsey Quarterly and Strategy+Business. During this content-rich call, Sandeep shares that your brand is what peoples' brains make of it. And in his book, Right Between the Ears, he lays out an entirely new approach, based on years of development and real-world testing, that he calls Cognitive Branding, for designing and building epic brands.Sandeep uses the theories of behavioural science to understand how to successfully market a brand, and has used his concept of 'cognitive branding' with top brands like Kraft, Phillips, Unilever and Mastercard to name just a few. During this wonderfully content-rich call, Sandeep reveals how findings from brain science are used in marketing, and how savvy marketers are now turning to the cognitive sciences to understand exactly how the brain works and leveraging that knowledge to forge conscious and subconscious connections with consumers. This cutting-edge approach enables marketers to engage consumers more viscerally. The result: the creation of truly iconic brands. Importantly, with new information to draw on from the cognitive sciences, marketers have discovered that many old branding methods are actually ineffective. For instance, scare tactics, like those often used in anti-smoking or substance misuse campaigns, can trigger the behavior they're designed to prevent. Despite the hype around increasing market competitivity, consumer attention span is not getting shorter. In fact, subconsciously they are as long as ever before. Additionally, marketers that can re-imagine their brands around the stories that consumers want to tell can create lasting bonds with them. To learn more about Branding Between the Ears and to harness the power cognitive science to create lasting customer connections and build epic brands, or to contact Sandeep directly, click the link below. Disclosure of Material Connection: This is a “sponsored post.” My Future Business is disclosing this in accordance with the Federal Trade Commission's 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

For this episode, let's revisit one of the classics by Strategy Skills where we discuss the 3 career path options that consultants face once they become partners. We discuss each career path and what it means for a consultant's career. These are differences that are crucial to know and understand because partner career paths that appear to be more attractive often lead to disappointing results. For example, did you know it is a really bad idea to emulate the career path of all the McKinsey and BCG partners who appear in the McKinsey Quarterly, BCG perspectives, and HBR? This counter-intuitive podcast will explain why. Many consultants don't spend enough time analyzing and considering the implications of following each career path. They take a superficial look at who are the partners most known and respected within the firm and try to emulate those partners. Yet, down the road, they often end up at a dead end. We further address which partner career path you should follow if your goal is to become a CEO one day. Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

In Episode One of Season Two of the Leadership Genius podcast, we explore the challenges facing leadership development programs in organizations today. Based on a watershed article by McKinsey Quarterly, Why Leadership Development Programs Fail, we overview a four part podcast series on the challenges to created an effective leadership development program in your organization. Please check out our approach to leadership development at Inspire Software for more information and resources on topics from leadership, strategy, performance, or feedback and recognition. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/jason-diamond-arnold/message

Have you ever had a rude co-worker or boss — or have you ever been told that the “jerk” is you? Today's guest, Christine Porath, researches incivility in the workplace. She's found that if you want to have a thriving business full of happy and talented employees, there is no room for any kind of disrespect. In this episode, she shares insights from her research and suggests ways anyone—bosses, managers, and employees alike—can up the civility at work. Christine teaches at Georgetown University's McDonough School of Business and is the author of “Mastering Civility: A Manifesto for the Workplace” and co-author of “The Cost of Bad Behavior: How Incivility is Damaging Your Business and What to Do About It”. She has written for the Harvard Business Review, the New York Times, the Wall Street Journal, McKinsey Quarterly and the Washington Post. Her new book, “Mastering Community” is forthcoming (Grand Central Publishing, 2022). To learn more about "How to Be a Better Human," host Chris Duffy, or find footnotes and additional resources, please visit: go.ted.com/betterhuman

Flow. Das Wort haben wir sicher alle schon mal gehört. Es geht um einen Fluss. Darum, im Moment aufzugehen. Vielleicht auch uns selbst zu vergessen. Wir können beim Sport hineingeraten, beim Musizieren aber auch beim Arbeiten. Die meisten Menschen beschreiben diesen Zustand als sehr angenehm. Aber was passiert da eigentlich in unserem Gehirn? Was weiß die Wissenschaft über diesen angenehmen Fluss? Wie kommen wir hinein und was hat Achtsamkeit mit Flow zu tun? Darüber reden Sinja und Boris in der heutigen Folge.Studien:Csikszentmihalyi, M. TED Talk: Flowhttps://www.ted.com/talks/mihaly_csikszentmihalyi_flow_the_secret_to_happiness/transcript?language=de#t-320055Gold, J., & Ciorciari, J. (2020). A Review on the Role of the Neuroscience of Flow States in the Modern World. Behavioral Sciences, 10(9), 137.https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7551835/Eisenberger, R., Jones, J. R., Stinglhamber, F., Shanock, L., & Randall, A. T. (2005). Flow experiences at work: For high need achievers alone?. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 26(7), 755-775.http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.527.4451&rep=rep1&type=pdfCranston, S., & Keller, S. (2013). Increasing the meaning quotient of work. McKinsey Quarterly, 1(48-59).Collins, A. L., Sarkisian, N., & Winner, E. (2009). Flow and happiness in later life: An investigation into the role of daily and weekly flow experiences. Journal of happiness studies, 10(6), 703-719.https://www.researchgate.net/profile/Amy-Collins-22/publication/225358509_Flow_and_Happiness_in_Later_Life_An_Investigation_into_the_Role_of_Daily_and_Weekly_Flow_Experiences/links/5dea7e87a6fdcc28370c197e/Flow-and-Happiness-in-Later-Life-An-Investigation-into-the-Role-of-Daily-and-Weekly-Flow-Experiences.pdfSahoo, F. M., & Sahu, R. (2009). The role of flow experience in human happiness. Journal of the Indian Academy of Applied Psychology.https://psycnet.apa.org/record/2011-19929-004Way, B. M., Creswell, J. D., Eisenberger, N. I., & Lieberman, M. D. (2010). Dispositional mindfulness and depressive symptomatology: correlations with limbic and self-referential neural activity during rest. Emotion, 10(1), 12.https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2868367/Van Der Linden, D., Tops, M., & Bakker, A. B. (2021). The Neuroscience of the Flow State: Involvement of the Locus Coeruleus Norepinephrine System. Frontiers in Psychology, 12.https://www.ncbi.nlm.nih.gov/pmc/articles/pmc8079660/Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience (Vol. 1990). New York: Harper & Row. https://mktgsensei.com/AMAE/Consumer%20Behavior/flow_the_psychology_of_optimal_experience.pdfRosa, H. (2018). Unverfügbarkeit. Residenz Verlag. https://d1wqtxts1xzle7.cloudfront.net/66041575/Systeme_2_2019_Rez_Rosa.pdf?1615980495=&response-content-disposition=inline%3B+filename%3DRezensions_Essay_zu_Hartmut_Rosa_2019_Un.pdf&Expires=1624954712&Signature=OSLpYbteO0TZRIKKAwSZnQ63grmuyAl1PRyN3QTfgVgHx4ok1US2lkkRu~UEd5kAVZxrnzbeLZPveiFa36Gz7k1~d5DH3TLLryyqzyu2AVAJE8tjCBWAJUPyXshAX-rTyUorM7ZiIso5U9LzpseCYE~OBj9Yr-FBAy-Elvd4miTr3DHgCIxgKFIZgm2BkIewXL~ZLZYHmWZ7A94JBpUnLATsL6Umb~~xZaY6Grl1TDLxwzE3fwS7ZGl5BOS7K9alDmls5nzVNXyXJwpeG85wr47Kyw9EE2tBe1Umx~OxLvk1gYxu7rLudiZ0MSIjn66ONzgwjyvD1PwSgOGr9773Sw__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZAErfahren Sie mehr über unsere allgemeinen Datenschutzrichtlinien sowie die Datenschutzrichtlinien für Kalifornien.

Charles Dhanaraj is Evelyn & Jay G. Piccinati Endowed Chair in Teaching Excellence, professor and chair of the Department of Management at the Daniels College of Business, University of Denver. Dhanaraj previously served at Temple University, where he was the H.F. “Gerry” Lenfest Professor of Strategy at Fox School of Business, executive director of the Executive Doctorate in Business Administration (EDBA) Program, and the founding director of the Translational Research Center, Dhanaraj has previously served at IMD Switzerland, Indiana University Kelley School of Business, Western University Ivey Business School (Canada) and Temasek Polytechnic (Singapore). He has also been a visiting Professor at the Copenhagen Business School (Denmark), Indian School of Business (India), Foundation Dom Cabral (Brazil) and Kellogg School of Management (U.S.A.). Dhanaraj has published in several top journals including Academy of Management Journal, Academy of Management Review, Harvard Business Review, McKinsey Quarterly, Journal of International Business Studies, Strategic Management Journal. He has also written over 50 teaching cases, several of which have received international awards. Dhanaraj serves on the editorial boards of several major academic journals. He has served as a deputy editor at Cross Cultural Strategic Management and a guest editor at Leadership Quarterly and Management International Review. In 2017 he was elected as a Fellow of the Academy of International Business (AIB), a distinction held by elite researchers for outstanding contributions to scholarly development in international business. Visit https://www.aib.world/frontline-ib/charles-dhanaraj/ for the original video interview.

Episode #3: Alex Lazarow, Global Venture Investor | Author | Adjunct ProfessorIn today's episode, Adam sat down with Alex Lazarow.Alexandre (Alex) Lazarow has spent his career working at the intersection of investing, innovation, and economic development across the private, public, and social sectors. He is a venture capitalist with Cathay Innovation, a global firm that invests across Africa, Asia, Europe, and North America. Previously, Alex worked with Omidyar Network, a philanthropic investment firm that has invested over a billion dollars in hundreds of startups around the world. Alex is an investor in a range of global startups including Chime, Neon, Sidecar Health, Terminal, FinAccel, Facily, Kueski, Kin, Guiabolso, Zola, Rensource, Paga among others. Previously, Alex served as a strategy consultant with McKinsey & Co., a financial regulator with the Bank of Canada, and an M&A investment banker with the Royal Bank of Canada. Alex is an adjunct professor specializing in social impact investment and entrepreneurship at the Middlebury Institute of International Studies at Monterey. He is a Kauffman Fellow, CFA Charterholder, and CFR Term Member. He earned an MBA from Harvard Business School and a B.Comm from the University of Manitoba. Alex's book Out-Innovate: How Global Entrepreneurs - from Delhi to Detroit - Are Rewriting the Rules of Silicon Valley is being published by Harvard Business Review Press in April 2020. Alex is a regular columnist with Forbes, and his writing has been featured in the Financial Times, Harvard Business Review, McKinsey Quarterly, Techcrunch, Venturebeat, Business Insider, and CIO Outlook Magazine, among others. He speaks regularly on global innovation trends and has presented at Collision, Endeavor, Insuretech Connect, Harvard Business School, the Social Innovation Summit, SOCAP, and the Corporate Venture Capital Summit. Get in touch: - Website: alexlazarow.com- Newsletter: https://mailchi.mp/27f60b70f8d1/99techsignupform- Book: https://amzn.to/3306fcr- Twitter: https://twitter.com/Alex_LazarowLearn more about Alex Lazarow on LinkedIn: https://www.linkedin.com/in/alexandrelazarow/ Produced by Old Soul

Alexandre (Alex) Lazarow has spent his career working at the intersection of investing, innovation, and economic development in the private, public, and social sectors. He is the author of Out-Innovate: How Global Entrepreneurs - from Delhi to Detroit - Are Rewriting the Rules of Silicon Valley (HBR Press). Alex is a venture capitalist with Cathay Innovation, a global firm that invests across Africa, Asia, Europe, and North America. Previously, Alex worked with Omidyar Network, a philanthropic investment firm that has invested over a billion dollars in hundreds of startups around the world. He has served as a strategy consultant with McKinsey & Company, a financial regulator with the Bank of Canada, and an M&A investment banker with the Royal Bank of Canada. Alex is an adjunct professor specializing in impact investment and entrepreneurship at the Middlebury Institute of International Studies at Monterey. He is a Kauffman Fellow, CFA Charterholder, and a Stephen M. Kellen Term Member at the Council on Foreign Relations. He earned an MBA from Harvard Business School and a B.Comm from the University of Manitoba. Alex is a regular columnist with Forbes, and his writing has been featured in the Financial Times, Harvard Business Review, McKinsey Quarterly, Entrepreneur Magazine, TechCrunch, Fast Company, VentureBeat, Business Insider, and Quartz , among others. He speaks regularly on global innovation trends and has presented at Collision, Endeavor, InsureTech Connect, the Social Innovation Summit, SOCAP, and the Corporate Venture Capital Summit. He is most proud of having once been called a ‘sad, low budget Ryan Reynolds' on Twitter. “ I believe that some of these businesses in this impact world are building not just fabulous business models, but something that has impact aligned with it. And as they scale they will scale to their impact as well.” - Alex LazarowAlex joins me today to discuss his background in impact investing with the Omidyar group. We discuss financial ecosystems around the world and how they differ from the changing ecosystem in Silicon Valley. Alex shares some advice for people seeking investment and with those who want to become an investor. Alex shares his secret to getting fifteen minutes with a venture capitalist.Today on Startups for Good we cover:Frontier EcosystemsGlobal Financial Inclusion InvestingA camel as an example rather than a unicornBlitz Scaling How to develop a team in a frontier marketMulti Mission AthletesConnect with Alex on his website or on LinkedIn or TwitterYou can purchase Alex's book Out Innovate on Amazon or like Alex suggested your local bookstore. The authors that Alex suggested: Brad Feld and Bill Draper Startup GameSubscribe, Rate & Share Your Favorite Episodes!Thanks for tuning into today's episode of...

Diversity is good for the bottom line. In fact, according to a 2015 study by McKinsey Quarterly, ethnically diverse companies are 35% more likely to have a financial performance above the industry mean. So how do we get more diverse companies? One way is to diversify internships, and that's what native New Orleanian Perry Sholes intends to do with his new nonprofit, Corporate Internship Leadership Institute (CILI). In this week's podcast, Sholes shares how the program works, and the opportunities it will provide to elevate local companies, underrepresented New Orleanians and the region as a whole.

We discussed: 1. How global entrepreneurs are: - Creators rather than disruptors - Weave sustainability and resilience into the business model from the start - Are Born Global and Distributed 2. Why their lessons are more valuable than ever Alex Lazarow has spent his career working at the intersection of investing, innovation, and economic development in the private, public, and social sectors. He just published, Out-Innovate: How Global Entrepreneurs - from Delhi to Detroit - Are Rewriting the Rules of Silicon Valley (Amazon). He is a venture capitalist with Cathay Innovation, a global firm that invests across Africa, Asia, Europe, and North America. Previously, Alex worked with Omidyar Network, a philanthropic investment firm that has invested over a billion dollars in hundreds of startups around the world. He has served as a strategy consultant with McKinsey & Company, a financial regulator with the Bank of Canada, and an M&A investment banker with the Royal Bank of Canada. Alex is an adjunct professor specializing in impact investment and entrepreneurship at the Middlebury Institute of International Studies at Monterey. He is a Kauffman Fellow, CFA Charterholder, and a Stephen M. Kellen Term Member at the Council on Foreign Relations. He earned an MBA from Harvard Business School and a B.Comm from the University of Manitoba. Alex is a regular columnist with Forbes, and his writing has been featured in the Financial Times, Harvard Business Review, McKinsey Quarterly, TechCrunch, VentureBeat, Business Insider, and Insurance CIO Outlook magazine, among others. He speaks regularly on global innovation trends and has presented at Collision, Endeavor, InsureTech Connect, Harvard Business School, the Social Innovation Summit, SOCAP, and the Corporate Venture Capital Summit.

Annalisa speaks with Aaron Finegold, Writing Gym member and novelist about drafting query letters, convincing agents to ask for a full manuscript, and more!  In this episode, you're going to learn:   How to write an attention-grabbing query letter How to do your manuscript justice with a high quality publication package      The exact step-by-step strategy we use to walk authors through the synopsis-writing process    You'll want to be sure to download the free worksheet, Writing the Perfect Query Letter, for this episode that will walk you through how to implement these concepts in your own writing life, so take a minute and download it at www.writing-gym.com/full . Don't forget the dash! Aaron Finegold is an author and member of the Writing Gym. He has written a 90,000 word debut novel, Another Form. He has been published in McKinsey Quarterly. 

What happens when your workplace is exposed to incivility? What should you do if you are the target of this hostility and aggression? Tune in to this episode of the Talent Angle to hear Christine Porath, Professor at Georgetown University's McDonough School of Business, teach you how to navigate incivility in the workplace and enhance your own influence and effectiveness through simple acts of civility and respect.  Christine Porath is a tenured professor at Georgetown University’s McDonough School of Business. She’s the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Christine is a frequent contributor to the Harvard Business Review, and has written articles for New York Times, Wall Street Journal, McKinsey Quarterly, and Washington Post. She frequently delivers talks and has taught in various Executive programs at Harvard, Georgetown, and USC. Prior to her position at Georgetown, she was a faculty member at University of Southern California’s Marshall School of Business. This spotlight is an excerpt from our 2019 interview with Christine Porath.

2020 has created more than a brave new world. It’s a world of opportunity rapidly pressuring organizations of all sizes to rapidly adopt technology to not just survive, but to thrive. And Andrew Dugan, chief technology officer at Lumen Technologies, sees proof in the company’s own customer base, where “those organizations fared the best throughout covid were the ones that were prepared with their digital transformation.” And that’s been a common story this year. A 2018 McKinsey survey showed that well before the pandemic 92% of company leaders believed “their business model would not remain economically viable through digitization.” This astounding statistic shows the necessity for organizations to start deploying new technologies, not just for the coming year, but for the coming Fourth Industrial Revolution. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. Lumen plans to play a key role in this preparation and execution: “We see the Fourth Industrial Revolution really transforming daily life ... And it's really driven by that availability and ubiquity of those smart devices.” With the rapid evolution of smaller chips and devices, acquiring analyzing, and acting on the data becomes a critical priority for every company. But organizations must be prepared for this increasing onslaught of data. As Dugan says, “One of the key things that we see with the Fourth Industrial Revolution is that enterprises are taking advantage of the data that's available out there.” And to do that, companies need to do business in a new way. Specifically, “One is change the way that they address hiring. You need a new skill set, you need data scientists, your world is going to be more driven by software. You’re going to have to take advantage of new technologies.” This mandate means that organizations will also need to prepare their technology systems, and that’s where Lumen helps “build the organizational competencies and provide them the infrastructure, whether that’s network, edge compute, data analytics tools,” continues Dugan. The goal is to use software to gain insights, which will improve business. When it comes to next-generation apps and devices, edge compute—the ability to process data in real time at the edge of a network (think a handheld device) without sending it back to the cloud to be processed—has to be the focus. Dugan explains: “When a robot senses something and sends that sensor data back to the application, which may be on-site, it may be in some edge compute location, the speed at which that data can be collected, transported to the application, analyzed, and a response generated, directly affects the speed at which that device can operate.” This data must be analyzed and acted on in real time to be useful to the organization. Think about it, continued Dugan, “When you’re controlling something like an energy grid, similar thing. You want to be able to detect something and react to it in near real time.” Edge compute is the function that allows organizations to enter the Fourth Industrial Revolution, and this is the new reality. “We're moving from that hype stage into reality and making it available for our customers,” Dugan notes. “And that's exciting when you see something become real like this.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Lumen Technologies. Links “Emerging Technologies And The Lumen Platform,” Andrew Dugan, Automation.com, Sept 14, 2020 “The Fourth Industrial Revolution: what it means, how to respond,” Klaus Schwab, The World Economic Forum, Jan 14, 2016 “Why digital strategies fail,” Jacques Bughin, Tanguy Catlin, Martin Hirt, and Paul Willmott, McKinsey Quarterly, Jan 25, 2018

In this episode, Hall welcomes Greg Thomas, Managing Director of 375 Park Associates. Headquartered in New York with affiliates in Asia, Europe, and the U.S., 375 Park Associates is a strategic growth advisory firm which helps private equity firms overcome challenges in their portfolio. Their partners and associates have closed transactions in the U.S. and abroad, ranging from US$10 million to US$150 million in value. Named as one of the Top 100 in Finance for 2020, Greg specializes in business development, structured finance, and LBOs with a focus on disruptive companies. He has nearly 20-years' experience in Asia, helping many U.S.-based firms to expand their presence in the region; results include reducing costs by more than 20% and increasing profits by millions of dollars.  Before joining 375 Park Associates, Greg was the Regional Director and Managing Partner of IMC International Asia-Pacific. At IMC, he worked on several LBO teams, led a joint venture with a New York-based hedge fund, and started a ship finance operation. Greg spent four years as the Managing Director & President of Foundation Consulting, a company that was acquired by IMC in 2013. He has held management positions with Fortune 500 companies in the U.S., and has led business units of ultra-growth companies in Asia-Pacific with P&Ls in excess of US$30 million, and had previously served on the advisory council for CX@Rutgers, a judge for the 16th Annual M&A Advisor Awards, and as a director of financial advisory for Mazars.​ Besides acting as an advisor to several startups in the U.S. and Asia, Greg is an advisor to the digital ecosystem - Dreamr, a member of the advisory councils of the Harvard Business Review, McKinsey Quarterly, the Gerson Lehrman Group, and Expert Coin. He is also a regular guest on Dukascopy TV.  Greg studied Organizational Communications, Learning, and Design at Ithaca College and has a BSc in Communications from Almeda University as well as an MBA Administration from Edinburgh Business School at Herriot Watt University. Greg shares with Hall the company's investment thesis pre and post-COVID-19 and how he sees the early-stage funding world evolving.  You can visit 375 Park Associates at , via LinkedIn at , and via Twitter at .    Greg can be contacted via email at .

Read more > Listen to the podcast (duration: 22:19) > The COVID-19 crisis has put CEOs and the organizations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for chief executives to evolve the nature and impact of their role. The authors of a McKinsey Quarterly article, “The CEO moment: Leadership for a new era,” describe the shifts that top-performing CEOs have taken in how they lead—changes that have the potential to permanently transform the CEO role. Carolyn Dewar co-leads our CEO Excellence work, and Monica Murarka is a senior expert and leader also of the Firm's CEO Excellence work. Kurt Strovink is the leader of McKinsey's global insurance sector and has led Firm initiatives for CEOs across industriesSee www.mckinsey.com/privacy-policy for privacy information

Read more > Listen to the podcast (duration: 22:19) > The COVID-19 crisis has put CEOs and the organizations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for chief executives to evolve the nature and impact of their role. The authors of a McKinsey Quarterly article, “The CEO moment: Leadership for a new era,” describe the shifts that top-performing CEOs have taken in how they lead—changes that have the potential to permanently transform the CEO role. Carolyn Dewar co-leads our CEO Excellence work, and Monica Murarka is a senior expert and leader also of the Firm's CEO Excellence work. Kurt Strovink is the leader of McKinsey's global insurance sector and has led Firm initiatives for CEOs across industriesJoin 90,000 other members of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

The COVID-19 crisis has put CEOs and the organizations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for chief executives to evolve the nature and impact of their role. The authors of a McKinsey Quarterly article, “The CEO moment: Leadership for a new era,” describe the shifts that top-performing CEOs have taken in how they lead—changes that have the potential to permanently transform the CEO role. Carolyn Dewar co-leads our CEO Excellence work, and Monica Murarka is a senior expert and leader also of the Firm’s CEO Excellence work. Kurt Strovink is the leader of McKinsey’s global insurance sector and has led Firm initiatives for CEOs across industries Read more > Listen to the podcast (duration: 22:19) >

The COVID-19 crisis has put CEOs and the organizations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for chief executives to evolve the nature and impact of their role. The authors of a McKinsey Quarterly article, “The CEO moment: Leadership for a new era,” describe the shifts that top-performing CEOs have taken in how they lead—changes that have the potential to permanently transform the CEO role. Carolyn Dewar co-leads our CEO Excellence work, and Monica Murarka is a senior expert and leader also of the Firm’s CEO Excellence work. Kurt Strovink is the leader of McKinsey’s global insurance sector and has led Firm initiatives for CEOs across industries Read more > Listen to the podcast (duration: 22:19) >

The COVID-19 crisis has put CEOs and the organizations they lead under great pressure. At the same time, it has provided a once-in-a-generation opportunity for chief executives to evolve the nature and impact of their role. The authors of a McKinsey Quarterly article, “The CEO moment: Leadership for a new era,” describe the shifts that top-performing CEOs have taken in how they lead—changes that have the potential to permanently transform the CEO role. Carolyn Dewar co-leads our CEO Excellence work, and Monica Murarka is a senior expert and leader also of the Firm’s CEO Excellence work. Kurt Strovink is the leader of McKinsey’s global insurance sector and has led Firm initiatives for CEOs across industries Read more > Listen to the podcast (duration: 22:19) >

Kevin P. Coyne is a founder of Coyne Scientific. He is the former Director and co-leader of both McKinsey’s Worldwide Strategy Practice and CEO transitions practice, and the host of The Consulting Offer II Kevin attended the Harvard Business School after his junior year of college. He simultaneously graduated from both Rice University and Harvard in 1978 and joined McKinsey as the youngest associate ever and one of the youngest principals ever appointed. During a 27 year career at McKinsey Kevin advised clients on a variety of issues and across a broad range of industries including banking, consumer goods, venture capital, industrial, telecommunications and the public sector. His primary area of focus was corporate strategy. He has worked one-on-one with over twenty-five different CEOs. Kevin has been an active leader in civic roles throughout his career. He served as an Executive Assistant and sole policy advisor to the Deputy Secretary of the United States Treasury, the second ranking department official in the Reagan Administration. In that role he advised on Brazil’s economic growth, served as an intermediary between Britain and Argentina after the Falklands war and advised on opening Japan’s capital markets. He recently co-led several pro-bono efforts, including the following: Setting up the Bush-Clinton Katrina Fund Leading the Atlanta and London Olympic Games committees on several initiatives Leading the team supporting former US President Carter on the Atlanta Project helping low-income citizens Kevin has co-written 6 Harvard Business Review articles, 12 McKinsey Quarterly articles and 2 bestselling business books, as well as many other articles across influential business publications. You can view FIRMSconsulting programs with Kevin on StrategyTraining.com/apps. Get sample episodes of our advanced training programs: firmsconsulting.com/promo

Cool apps, nifty phones, fancy technology and even electric cars have often been born out of start-ups in California's Bay Area. According to Alex Lazarow, the global landscape of start ups is changing. Opportunities for venture capitalism, innovation, and investment are increasingly taking place in the Global South. In this podcast, we explore why Silicon Valley may be too old school for today's global start-up entrepreneurship. Alexandre (Alex) Lazarow is the author of Out-Innovate: How Global Entrepreneurs from Delhi to Detroit are Rewriting the Rules of Silicon Valley. He has spent his career working at the intersection of investing, innovation, and economic development in the private, public, and social sectors. He is a venture capitalist with Cathay Innovation, a global firm that invests across Africa, Asia, Europe, and North America. Alex is an adjunct professor specializing in impact investment and entrepreneurship at the Middlebury Institute of International Studies at Monterey. He is a Kauffman Fellow, CFA Charterholder, and a Stephen M. Kellen Term Member at the Council on Foreign Relations. Alex is a regular columnist with Forbes, and his writing has been featured in the Financial Times, Harvard Business Review, McKinsey Quarterly, TechCrunch, VentureBeat, Business Insider, and Insurance CIO Outlook magazine, among others. Follow Dr. Bob on Twitter: @ProfessorHuish

I spoke to Maura Feddersen about behavioural economics. We discussed the field's growing relevance and practical applications, behavioural economics frameworks, opportunities to use big data, the use of “nudging” and the broader ethical considerations, especially for policy interventions. Maura is an economist at Swiss Re, focused on behavioural economics. She develops solutions that enhance prediction and improve the value that insurance offers consumers. Before joining Swiss Re, Maura was a behavioural economist at the UK's Financial Conduct Authority. Maura's background is in economic consulting. At PwC's Strategy& and KPMG's Financial Risk Management practice, Maura developed economic and behavioural science insights to help organisations position themselves strategically in view of continuous shifts in their environment   Defining behavioural economics: “An approach to economic analysis that incorporates psychological insights into individual behaviour to explain economic decisions. Behavioural economics is motivated by the observation of anomalies that cannot be explained by standard models of choice. It provides an explanation for the anomalies by introducing human and social cognitive and emotional biases into the decision-making process.” See Oxford Reference.   Navigating ethical considerations: Sunstein, C. (2016). The Ethics of Influence: Government in the Age of Behavioral Science. Cambridge University Press. Lades, L., & Delaney, L. (2020). Nudge FORGOOD. Behavioural Public Policy, 1-20. Jachimowicz, J., Matz, S. & Polonski, V. (2017). The Behavioral Scientist's Ethics Checklist. The Behavioural Scientist.   Frameworks & models: EAST framework by Behavioural Insights Team: This model for behaviour change suggests making actions Easy, Attractive, Social and Timely (EAST) through a 4-step process: 1. Define the outcome, 2. Understand the context, 3. Build your intervention, and 4. Test, learn, adapt. Also see MINDSPACE. Dual-system theory: “Dual-system models of the human mind contrast automatic, fast, and non-conscious (System 1) with controlled, slow, and conscious (System 2) thinking.” COM-B model: The COM-B model ('capability', 'opportunity', 'motivation' and 'behaviour') recognises that behaviour is part of an interacting system involving all these components. Interventions need to change one or more of them in such a way as to put the system into a new configuration and minimise the risk of it reverting. Tools and Ethics for Applied Behavioural Insights: The BASIC Toolkit by OECD.   Further reading: Classic behavioural economics books to get started: Kahneman, D. (2011). Thinking, fast and slow. Penguin. Thaler, R.H. & Sunstein, C.R. (2008). Nudge: Improving decisions about health, wealth, and happiness. Yale University Press. Ariely, D. (2008). Predictably irrational: the hidden forces that shape our decisions. HarperCollins.   Online reading: Behavioural Scientist Behavioral Economics Habit Weekly   Great behavioural economics/behavioural science podcasts, for example: Behavioral Grooves Choiceology with Katy Milkman The Brainy Business Brainfluence The Human Risk Podcast Freakonomics   Behavioural Economics in Action - online learning presented by Dilip Soman at the University of Toronto Rotman School of Management   More behavioural science and insurance insights: Nabholz, C. (2020). Behavioural economics: Predicting the irrational in a data-driven world. Swiss Re Blog. McLean, A. (2020). Will our behavioural change from COVID-19 help us fight climate change? Swiss Re Blog. Tamma, F. (2020). Five ways behavioural insights can improve COVID tracking apps. Swiss Re Blog. Güntner, A., Lucks, K. & Sperling-Magro, L. Lessons from the front line of corporate nudging. McKinsey Quarterly.   More reading on some of the examples used in the podcast: Behavioural Insights Team (2012). Applying Behavioural Insights to Reduce Fraud, Debt and Error. Cabinet Office. Nieboer, J. & Feddersen, M. (2019). Paying attention or paying charges? It's all in the timing. FCA Insight.    

Scrum Institute, Scrum Framework Episode #7 has been proudly brought to you by International Scrum Institute, https://www.scrum-institute.org You can also listen Scrum Institute’s Podcast from Apple, Spotify, Castbox and Google Play. Listen to Scrum Institute Podcast on AppleListen to Scrum Institute Podcast on Google PlayListen to Scrum Institute Podcast on SpotifyListen to Scrum Institute Podcast on Listen NotesListen to Scrum Institute Podcast on Castbox What Can Cause Chaos And Frustration Before The Scrum Framework? This Might Surprise You! To better understand the impact of the scrum framework to our software engineering practices and businesses, it makes sense to have a look at a day in the life (or a software project in life). Therefore, I would love to briefly talk about a software project from the past before we adopted the scrum development and software delivery framework in our organizations. A few days before I wrote these lines, we had lunch with one of my ex-colleagues with whom we used to work together almost 20 years ago. This gentleman, Marcus has got his scrum master certification and scrum product owner certification from International Scrum Institute. He currently works as a scrum master for one of the leading software houses in the agile project management software domain. As a scrum master, Marcus is now in charge of operating an agile scrum team whose scrum team members located in geographically distributed locations around the globe. During our lunch, Marcus admitted that there are a lot of typical challenges with distributed agile scrum teams. Some of the problems he specifically mentioned related to his software project configuration are: Differences in working styles among scrum team members, Timezone differences,Cultural misfits, andLanguage constraints. Despite these difficulties, Marcus still added that running a software project with the agile scrum process is more fun, productive, and enriching than how we used to work 20 years ago. Compared to days when we used to work without scrum software development and scrum software delivery processes. Marcus' statement was indeed a big testimonial for the credit of the scrum framework from a very accomplished and experienced manager, scrum master, and product owner. Thank you, Marcus! Then we explained to him one of our past software projects before we used to meet with the scrum framework. I’m sure that many scrum masters would resemble this experience to their previous projects before they’ve gotten their scrum master certifications. Back in the late 1990s, we were part of a software engineering group to build a smart card-based public key infrastructure. Smart cards securely protected private keys of infrastructure members, associated public keys and their wrapper certifications were openly distributed (as the name public implies). Back in the day, this was by itself a relatively complex IT project that required multiple interdependent hardware engineering and software engineering teams. We had to do massive amounts of research and development (R&D) to build a fully functional hardware and software system. Remember these are days before we had the minimum viable product (MVP) concept to experiment, create, learn, and experiment again. Without scrum to create such a sophisticated infrastructure that constituted numerous hardware and software elements was a real challenge. Here are three significant setbacks we used to have without any scrum masters and anyone who possesses a scrum master certification in our teams. Had To Plan The Entire Project Before Understanding The Project? This Might Surprise You! Without scrum, our teams had built and delivered entirely wrong software and hardware products that did not fulfill demands from our client. We had times in our professional lives when some third party companies had imposed how we supposed to build our software products or software services. Capability Maturity Model (CMM), ISO 9001:2008 and other derivates attempted to help our companies to ensure we build our correct software in correct ways. How successful they used to be is not part of this book. This book was meant to focus on the scrum process and meri ts of the scrum framework rather than criticizing almost extinct procedures. However, I have to add that these process improvement frameworks before the scrum software engineering framework recommended a phased approach. They advised a phased software engineering approach which we called the Waterfall Software Engineering Model. With the Waterfall Model, each software project was supposed to start with requirement analysis, where we aimed to understand what our client needed and wanted. Then we designed these requirements, we implemented them, we tested (verified) them, and we maintained them in our software production environments. Finally, we reached to end of the software engineering lifecycle. Nonetheless, the reality didn’t play out like that! The Waterfall Methodology vs The Scrum Framework Phases in the Classical Waterfall Software Development Model The adverse effects of unforeseen delays happened during a particular phase of the Waterfall Software Engineering Model were inevitable to the following software engineering phases. Studies have shown that in over 80% of the investigated and failed software projects, the usage of the Waterfall Methodology was one of the critical factors of failure. But why? As shown on the left side, when deploying the Waterfall Methodology, there is a strict sequential chain of the different project phases. A previous phase has to be completed before starting the next phase. Going back is, in most cases, painful, costly, frustrating to the team, and time-consuming. The project timeline is planned at the start. A releasable product is delivered only at the end of the project timeline. If one phase is delayed, all other phases are delayed too. To avoid this, project managers of the Waterfall Methodology usually try to anticipate all possibilities beforehand. That means that in one of the earliest phases of the project, they try to define all requirements as fine-grained and complete as possible. However, requirement definition in an initial stage of a project is often complicated, and therefore many requirements change (or should change) throughout the project. Studies have shown that in more extensive and complex projects, about 60% of the initial requirements do change throughout the course of projects. Other requirements are implemented as define, but some of them are not really needed by the customer. So those implementations consume time and money that could have been better used to implement functionality with a higher added value for its clients. The separation into different project phases forces project managers to estimate each phase separately. The problem is that most of these phases usually are not separate. They are working together and in parallel. For instance, no reasonable human-being can assume that the development phase finished before the testing phase started. And yet, this is precisely and unfortunately how the Waterfall Methodology used to work. The Waterfall Methodology for developing software can be used for implementing small and straightforward projects. But for bigger and more complex projects, this approach is highly risky, if not insane. It’s often costlier and always less efficient than Scrum software development and delivery framework. This was the life before the Scrum framework. Sending our software back and forth between various teams, without the guidance of professionals with the Scrum skills, made our work bureaucratic, complex and unproductive. Finally, it wasn’t only the product which suffered, but also employee morale and commitment to our organizational mission have wholly disrupted. Overcoming A Lack Of Commitment, Change Management & Team Work! This Might Surprise You! The most significant weakness of process improvement frameworks used before Scrum was that: They mainly focused on self-serving organizational demands of leadership. Some of these demands are monitoring, compliance, and predictability. There was no focus on serving clients well and increasing employee morale at all. Thus members of software management teams and various other internal and external stakeholders attempted to have a fixed deadline for software delivery projects and easily monitor the progress of software engineering phases. They penalized their people if something was outside the planned track, and they hoped to fix emerging issues before the scheduled date of project completion. Furthermore, independent silos realized entirely separated software engineering phases. As an example, the development team was completely independent of a software testing (verification) team. Most people who supposed to work for the same business mission didn’t even know each other by their names. Have you got a guess about the reason for this silo-mentality in our organizations rather than focus on business missions and professional (business) maturity of employees? The reason is simply the matrix management . Matrix management is an organizational management and employee structure, and it has been in our businesses since the 1970s. At first glance, the differentiating idea behind a matrix organization or matrix management seems to be smart. The Leadership creates an organizational structure by bringing together employees with similar kinds of functional and technical skill-sets into the same or at best neighbor silos. The Waterfall Project Delivery Model in a Matrix Organization Back in times, it was quite popular to see the so called “Center of Competences” in our companies where each center of competence represented an independent and autonomous silo. One silo for C++ developers, another silo for database administrators, and another entirely separate quality assurance silo in oversees and it goes on and on. Go and figure! The biggest challenge with the matrix organizational structure was that: To deliver a software project without the scrum framework and scrum masters, project managers had to borrow employees from silos temporarily. These employees did not even physically position with their project teams, but they still located in the rooms of their particular center of competences. Up upon completion of projects, these temporary project teams dissolved and project participants moved on their next assignments to serve for other projects. Therefore, the targeted business values of these ongoing software projects have never been the utmost priority for these independent silos. They tend to see their work as checkboxes they ticked for one project over here and another project over there. Leadership and matrix organizational model didn’t teach them how professionals should commit their business to improve the bottom line, including sales, revenue, and profit. A McKinsey Quarterly article written by McKinsey & Company has also clearly illustrated this illusion of cost optimization beyond the matrix organization . Gartner has estimated that organizations worldwide have been yearly spending 600 billion USD to recover their IT systems from non-scheduled maintenance work and defects. Now let’s take a short moment to visualize how the change management and impediment handling of software projects played out. How t hey pl ayed out i n a proj ect configuration with the waterfall model, with the matrix organization, and without the scrum process. Yes. You’re right. Management and employees treated change management, impediment, and error handling as if they’re ill exceptions which shouldn’t have happened in the first place. Therefore, changes in a software project have been the synonym of delays. They usually created a domino effect of cascading delays. Teams required someone to blame and finger point for defects and impediments. Last, but not least, because silos did not have a mechanism in place to process, fix, and learn from their errors, they kept on repeating the same mistakes. Furthermore, they kept on augmenting the amount of technical debt while they passively attempted to deal with their problems. Why Should Democratic Decisions Not Be Overruled? This Might Surprise You! Steve Jobs once said: “It doesn’t make sense to hire smart people and tell them what to do. We hire smart people, so they can tell us what to do.” However, this is precisely opposite of how most of the mainstream leadership used to operate to make decisions before the scrum era. Before we had the scrum process in our organizations, autocratic decisions from leaders overruled the combined intelligence of their teams. They invalidated the democratic decision making ability of groups who were in charge of doing the real works which spanned the entire software engineering lifecycle from the conception of software to its operations. The remoter a decision was shifted away from work centers (teams) it impacted, the more default it was to give a correct mission-critical decision. The judgments from leaders used to be usually impulsive, not thoroughly thought-out, mostly late and tentative, but sometimes even too early. These autocratic decisions imposed from the top made employees feel undervalued. They entirely hindered the ability of their organizations to come up with creative and innovative solutions to handle competitive business and software-related challenges. Furthermore, they discouraged software engineering teams from giving their inputs at the times when they’re asked to contribute decisions. It was a brief overview of how we used to develop and deliver our software services and service products before we adopted the scrum framework in our organizations. Now let’s have a look at how we sorted out these chaos and frustration elements with the help of the scrum process. What Makes The Scrum Framework Succeed? This Might Surprise You! The Scrum Framework changes the classic triangle of project management. Organizations do no longer need to sacrifice one of the time, budget, or quality. The new triangle is now emerging between the budget, time, and functionality. And none of these project success elements have to be endangered. Triangle of Project Management According to the Scrum framework, quality is no longer optional. To deliver what clients are paying for to flourish their businesses, the Scrum Teams strive to provide the best possible software they’re jointly able to build. In the Scrum framework, the factors which define when a feature is complete and when it meets the required quality standards are set by Definition of Done (DoD). DoDs specify the expected outcome in terms of functional and non-functional requirements, design, coding, unit testing, end-user validations, documentation, and so on. DoDs are defined in the levels of both user stories and tasks. DoDs of user stories focus on functional and non-functional client requirements, whereas DoDs of tasks focus on the desired working activities from the Scrum Team members. The Scrum Team is not allowed to close the user stories, and obviously, the tasks that do not fulfil their DoDs. Scrum Product Owner and the Scrum Team define user stories and their tasks throughout the course of the Scrum software engineering process incrementally. This incremental development allows the team to remain adaptive and adjust their next best actions in a controlled manner without the additional costs and risks of jeopardizing large chunks of previous work. The Scrum Team builds a potentially shippable software product increment until the end of each Sprint. The team demonstrates and discusses these increments with the Scrum Product Owner and client stakeholders to get and incorporate their feedback towards the next steps of their project. This flexibility applies to not only software delivery but also the operational processes. So, the Scrum Framework allows the optimization of the use of resources (human, time, budget, material) and the minimization of wastes. Studies have shown that Scrum has the following positive effects in practice: More frequent code deployments,Faster lead time from committing to deploying code,Faster mean time to recover from downtime,Lower change failure rate,Better product quality,Reduced or identical costs compared to pre Scrum deployment,Improved productivity and throughput,Improved code and operational reliability,Enhanced organizational performance and client satisfaction,Improved market penetration, market share, and profitability of organizations,Improved market capitalization growth,Improved motivation of employees. Introducing and adopting the Scrum Framework is non-trivial. And yet, the adaptive and iterative approach of the Scrum Framework handles this initial burden, and it copes with ever-changing client and business requirements better. Thus, the Scrum Framework is, in most cases, a better alternative to the classical software engineering methodologies.

About This EpisodeIn this episode, Kandice Herndon examines how planning meetings that have a specific outcome and include the right stakeholders can lead to better and more timely business decisions. The spark for this podcast comes from McKinsey Quarterly's “Want a Better Decision? Plan a Better Meeting.”McKinsey & Company: https://www.mckinsey.com/business-functions/organization/our-insights/want-a-better-decision-plan-a-better-meetingAbout Cinnamon SparksCinnamon Sparks is a facilitation services company that exists to help our clients create growth by serving their customers and community more effectively. We dig in with you to take an honest look at where your organization stands by involving the team members of your choosing in discovery. Then, we will break down big priorities into specific projects, engaging your team to generate ideas and, ultimately, a plan to get them done! Email - kandice@cinnamonsparks.comOfficial Website - https://cinnamonsparks.comLinkedIn - https://www.linkedin.com/company/cinnamon-sparks 

Interview begins: 7:32Debrief begins: 50:16Alex Lazarow is the author or "Out-Innovate: How Global Entrepreneurs from Delhi to Detroit Are Rewriting the Rules of Silicon Valley."Alexandre (Alex) Lazarow has spent his career working at the intersection of investing, innovation, and economic development in the private, public, and social sectors. He is a venture capitalist with Cathay Innovation, a global firm that invests across Africa, Asia, Europe, and North America. Alex is an adjunct professor specializing in impact investment and entrepreneurship at the Middlebury Institute of International Studies at Monterey. He is a Kauffman Fellow, CFA Charterholder, and a Stephen M. Kellen Term Member at the Council on Foreign Relations. He earned an MBA from Harvard Business School and a B.Comm from the University of Manitoba. Alex is a regular columnist with Forbes, and his writing has been featured in the Financial Times, Harvard Business Review, McKinsey Quarterly, TechCrunch, VentureBeat, Business Insider, and Insurance CIO Outlook magazine, among others. He speaks regularly on global innovation trends and has presented at Collision, Endeavor, InsureTech Connect, Harvard Business School, the Social Innovation Summit, SOCAP, and the Corporate Venture Capital Summit. In today's episode, Alex shares his research into innovation outside of Silicon Valley, including successful attributes that are often overlooked when working outside the Valley, and the surprises he found in his research.We discuss: Ad: Finding experienced employees for your new business with Integrity Power Search (5:08) Ad: Business calling and texting anytime, anywhere with Tresta (6:32) Entrepreneurial interest outside the Bay Area (7:35) Harmful biases from the valley (11:48) Questioning the necessity of unicorn companies (15:24) Adapting VC for non-Valley founders (25:37) Revenue shares with employees (31:57) Balancing innovation as a startup (36:50) The "new" trend in remote work (40:22) Bidirectional innovation from outside Silicon Valley Ten-year predictions for Valley vs. non-Valley startups Check out Alex's book: https://amzn.to/2JT0MMtFollow Alex on Twitter: https://twitter.com/Alex_LazarowFollow upside on Twitter: https://twitter.com/upsidefmAdvertise with an upside classified: https://upside.fm/classifieds–This episode is sponsored by Integrity Power Search, the #1 full stack high growth startup recruiting firm between the coasts. They partner with venture capitalists, private equity groups and CEOs to build amazing teams for the world's most disrupting companies.Learn more about or get in touch with Integrity Power Search: https://upside.fm/integrity–This episode of upside is sponsored by Tresta. Tresta is a mobile app that lets you do business calling and texting from anywhere. With Tresta, you can set up your business phone number, download the app, and start calling and texting UNLIMITED right away. Tresta is the best business phone app on the market, whether you're a founder or freelancer / just starting your business, or you're already established. Growing your network and your business is all about communication. You've got to be available, no matter where you are. Tresta offers the call management features that empower you to communicate smarter and more efficiently, like auto attendants, call recording, user groups, and more. And you don't need any special equipment – just the smartphone you're already using. Tresta is easy to configure, so you can set everything up yourself – all online. It's just $15 per user per month, with no contract, so start your free 30-day trial today at https://tresta.com/upside

Las reuniones de trabajo son parte de la vida diaria de un gerente. No obstante, muchos no se detienen a pensar si éstas están siendo eficientes o si hay algo que podríamos cambiar para que sean más efectivas.Columna “Dinámina de grupo”, por Ben Schneider(https://www.indracompany.com/es/blogneo/dinamica)Artículo “Want a better decision?”, en McKinsey Quarterly(https://www.mckinsey.com/business-functions/organization/our-insights/want-a-better-decision-plan-a-better-meeting)

In this week's Mini-Sode, we discuss McKinsey and LeanIn's annual "Women in the Workplace" report, released at the end of last year. The 2019 report focuses on the "broken rung" for women, which is at the manager level - well before the CEO and C-Suite roles.We share our (candid) thoughts on the report - including what surprised us and what did not about the latest data. We also discuss the solutions presented in the report and how we have seen those solutions work or not work. Finally, we share some of our ideas for how to drive change. We would love to hear what you thought about the report - please reach out and share, especially if you have ideas on how to solve the "broken rung"!Here are links to the 2019 "Women in the Workplace" Report:"Women in the Workplace 2019", October 2019, by McKinsey and Company and LeanIn.OrgHere is a summary of "Women in Workplace 2019" if you want to get a quick view of the highlights. Here is the article Kelcy mentioned:"Fostering Women Leaders: A Fitness Test for Your Top Team" by Lareina Yee, from McKinsey Quarterly, January 2015 Questions or comments? Email us at fourofakindpodcast@gmail.com. Also, don’t forget to hit subscribe and follow us on Instagram for updates!

Read more > Listen to the podcast (duration: 39:45) > In this episode you'll hear from the co-authors of a recent McKinsey Quarterly article, “The drumbeat of digital: How winning teams play.” Tanguy Catlin, a senior partner in our Boston office, and Laura LaBerge, a member of our digital strategy team, will share their research on how fast and boldly companies need to move to win in the digital era. They will also describe some common pitfalls in digital strategy, ways to avoid them, and how digital leaders execute strategic moves with a speed and power that far exceeds those of their peers.Join 90,000 other members of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Read more > Listen to the podcast (duration: 39:45) > In this episode you'll hear from the co-authors of a recent McKinsey Quarterly article, “The drumbeat of digital: How winning teams play.” Tanguy Catlin, a senior partner in our Boston office, and Laura LaBerge, a member of our digital strategy team, will share their research on how fast and boldly companies need to move to win in the digital era. They will also describe some common pitfalls in digital strategy, ways to avoid them, and how digital leaders execute strategic moves with a speed and power that far exceeds those of their peers.Join 90,000 other members of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

In this episode you’ll hear from the co-authors of a recent McKinsey Quarterly article, “The drumbeat of digital: How winning teams play.” Tanguy Catlin, a senior partner in our Boston office, and Laura LaBerge, a member of our digital strategy team, will share their research on how fast and boldly companies need to move to win in the digital era. They will also describe some common pitfalls in digital strategy, ways to avoid them, and how digital leaders execute strategic moves with a speed and power that far exceeds those of their peers. Read more > Listen to the podcast (duration: 39:45) >

In this episode you’ll hear from the co-authors of a recent McKinsey Quarterly article, “The drumbeat of digital: How winning teams play.” Tanguy Catlin, a senior partner in our Boston office, and Laura LaBerge, a member of our digital strategy team, will share their research on how fast and boldly companies need to move to win in the digital era. They will also describe some common pitfalls in digital strategy, ways to avoid them, and how digital leaders execute strategic moves with a speed and power that far exceeds those of their peers. Read more > Listen to the podcast (duration: 39:45) >

In this episode you’ll hear from the co-authors of a recent McKinsey Quarterly article, “The drumbeat of digital: How winning teams play.” Tanguy Catlin, a senior partner in our Boston office, and Laura LaBerge, a member of our digital strategy team, will share their research on how fast and boldly companies need to move to win in the digital era. They will also describe some common pitfalls in digital strategy, ways to avoid them, and how digital leaders execute strategic moves with a speed and power that far exceeds those of their peers. Read more > Listen to the podcast (duration: 39:45) >

In this episode you’ll hear from the co-authors of a recent McKinsey Quarterly article, “The drumbeat of digital: How winning teams play.” Tanguy Catlin, a senior partner in our Boston office, and Laura LaBerge, a member of our digital strategy team, will share their research on how fast and boldly companies need to move to win in the digital era. They will also describe some common pitfalls in digital strategy, ways to avoid them, and how digital leaders execute strategic moves with a speed and power that far exceeds those of their peers. Read more > Listen to the podcast (duration: 39:45) >

Jacques Bughin is a senior partner at McKinsey and a director of the McKinsey Global Institute, the firm’s business and economics research arm, and one of its three global co-leaders. He is also a leader in McKinsey’s Media and Entertainment, Corporate Finance, and Strategy Practices and co-leads the Digital Economy Initiative, a recently launched McKinsey knowledge program. Since joining the firm in 1992, he has been based in Amsterdam, London, Montreal, New York, and Toronto, working primarily with media, telecom, online services, health care, fintech, travel and logistics companies on a variety of issues, including marketing and sales, digital strategy, productivity, business technology, leadership, and organization. He has coauthored numerous publications, including McKinsey Global Institute reports on globalization, Internet of Things, Big Data, and social technologies and numerous articles in the McKinsey Quarterly as well as academic journals on industrial economics, organization, digitization of firms, and corporate finance. His research has been published in leading international media. Jacques is a frequent speaker at conferences and universities worldwide on a range of economic and technology trends. He is a fellow at the Aspen Institute, ECORE, a think tank on economic policy in Belgium, and at KUL University. He co-leads the McKinsey Advisory Board on media management at INSEAD.

Created by John H. and Chase C. Disclaimer: This podcast was produced by high school students playing the parts of experts in certain fields. While their research is certainly based on factual information, the students are not experts. Hensley, R., Knupfer, S., & Pinner, D. (2009). Electrifying cars: How three industries will evolve. McKinsey Quarterly, 3(2009), 87-96. Kettles, C. (2018). Policies that Impact the Acceleration of Electric Vehicle Adoption (No. FSEC-CR-2087-18). University of Central Florida. Electric Vehicle Transportation Center (EVTC). Holland, S. P., Mansur, E. T., Muller, N. Z., & Yates, A. J. (2016). Are there environmental benefits from driving electric vehicles? The importance of local factors. American Economic Review, 106(12), 3700-3729. Granovskii, M., Dincer, I., & Rosen, M. A. (2006). Economic and environmental comparison of conventional, hybrid, electric and hydrogen fuel cell vehicles. Journal of Power Sources, 159(2), 1186-1193. Notter, D. A., Gauch, M., Widmer, R., Wager, P., Stamp, A., Zah, R., & Althaus, H. J. (2010). Contribution of Li-ion batteries to the environmental impact of electric vehicles.

Managing Director at Momentum AdvisorsEarl Carr’s mandate is to develop the firm’s cross-border wealth management practice, and to build the firm’s international brand. Earl joined Momentum in 2014 from Morgan Stanley, where he was a Vice President in the Institute for Sustainable Investing. Prior to Morgan Stanley, Earl was a Vice President of commercial banking at HSBC. He has also worked for McKinsey & Company and the Council on Foreign Relations. Earl has spent 8 years studying, living, and working in Asia, primarily: Beijing, Shanghai, Singapore, and Taiwan. Earl has been quoted in The McKinsey Quarterly, Financial Planning Magazine, The South China Morning Post, and numerous other publications. Earl is actively involved at The Council on Foreign Relations and is a member of The National Committee on United States-China Relations (NCUSCR). He is Chair of the Board of Trustees at Trinity Baptist Church. Mr. Carr is also an Adjunct Professor at New York University.Earl received his Bachelor's degree in International Relations from The College of William & Mary and holds a Master’s degree in International Affairs from American University. He has also studied at Beijing Normal University in China, and International Christian University in Tokyo. He is fluent in Mandarin (Chinese), and also conversant in Japanese, Cantonese (Chinese), Spanish, and Arabic.

The new enterprise DNA: How advanced analytics, technologies, and design are redefining the capabilities you need Read more > Listen to the podcast (duration: 4:32:29) >

The new enterprise DNA: How advanced analytics, technologies, and design are redefining the capabilities you need Read more > Listen to the podcast (duration: 4:32:29) >

The new enterprise DNA: How advanced analytics, technologies, and design are redefining the capabilities you need Read more > Listen to the podcast (duration: 4:32:29) >

Erica Ariel Fox is an advisor to CEOs and other senior executives on their leadership challenges. She is the New York Times best-selling author of Winning From Within: A Breakthrough Method for Leading, Living, and Lasting Change, and she's taught at Harvard Law School for most of the last 20 years. Her thought leadership is shared with clients through Mobius Executive Leadership. Her writing has appeared in Harvard Business Review and McKinsey Quarterly. She is also a LinkedIn influencer and a regular contributor to Forbes in the leadership section. You can follow Erica’s work on her website and on Facebook, where she has over 200,000 followers. Erica and I discuss: Why the most important negotiations you can have in your life are the ones in your own mind The biggest negotiation challenge a foreign supreme court justice presented to Erica Why a massively successful initiative that Erica led at Harvard Law School was shut down How you can go about challenging conventional wisdom in traditional places How the stories we tell ourselves get in the way of our full potential The strategies you can use to have conversations about other people’s failures. Why you must stand in the truth of your failure to learn and grow. - Get your FREE copy of my e-book. Text OZAN to 345345 or navigate to weeklycontrarian.com to download a free copy of my e-book, The Contrarian Handbook: 8 Principles for Innovating Your Thinking. Along with your free e-book, you’ll get the Weekly Contrarian — a newsletter that challenges conventional wisdom and changes the way we look at the world (plus access to exclusive content for subscribers only). Don’t want to miss future episodes? Be sure to subscribe to the podcast and leave a review on iTunes or Google Play. As always, thanks for listening. 

Greatest hits of the latest McKinsey Quarterly. Top management insight, curated for you. Read more > Listen to the podcast (duration: 28:42) >

Listen to the latest full issue of the McKinsey Quarterly. All the ideas, all in one place. Read more > Listen to the podcast (duration: 3:56:05) >

Listen to the latest full issue of the McKinsey Quarterly. All the ideas, all in one place. Read more > Listen to the podcast (duration: 3:56:05) >

Greatest hits of the latest McKinsey Quarterly. Top management insight, curated for you. Read more > Listen to the podcast (duration: 28:42) >

Greatest hits of the latest McKinsey Quarterly. Top management insight, curated for you. Read more > Listen to the podcast (duration: 28:42) >

Listen to the latest full issue of the McKinsey Quarterly. All the ideas, all in one place. Read more > Listen to the podcast (duration: 3:56:05) >

Jason Hartman talks with Bob Sutton, author of The A**hole Survival Guide: How to Deal with People Who Treat You Like Dirt, about how to deal with people who are a consistent bear and you can't avoid completely. Sutton studies organizational change, leadership, innovation, and workplace dynamics. He has published over 150 articles and chapters in peer-reviewed journals, management outlets such as Harvard Business Review and the McKinsey Quarterly, and news outlets including The New York Times, Financial Times, and Wall Street Journal. His books include Weird Ideas That Work, The Knowing-Doing Gap (with Jeffrey Pfeffer), and Hard Facts, Dangerous Half-Truths, and Total Nonsense (with Jeffrey Pfeffer). Key Takeaways: [1:33] The reaction Robert got from his first book on "jerks" [5:20] Some people seem to enjoy being mean down to their core, what does Robert make of the idea that women are attracted to bad boys like that? [8:51] The "rhythym method" of dealing with jerks [12:20] How you can pick the right time to fight back against jerks [16:27] We're all slow to notice our own weaknesses Website: www.BobSutton.net www.Twitter.com/Work_Matters

Jason Hartman talks with Bob Sutton, author of The A**hole Survival Guide: How to Deal with People Who Treat You Like Dirt, about how to deal with people who are a consistently bear and you can't avoid completely. Sutton studies organizational change, leadership, innovation, and workplace dynamics. He has published over 150 articles and chapters in peer-reviewed journals, management outlets such as Harvard Business Review and the McKinsey Quarterly, and news outlets including The New York Times, Financial Times, and Wall Street Journal. His books include Weird Ideas That Work, The Knowing-Doing Gap (with Jeffrey Pfeffer), and Hard Facts, Dangerous Half-Truths, and Total Nonsense (with Jeffrey Pfeffer). Key Takeaways: [1:33] The reaction Robert got from his first book on "jerks" [5:20] Some people seem to enjoy being mean down to their core, what does Robert make of the idea that women are attracted to bad boys like that? [8:51] The "rhythm method" of dealing with jerks [12:20] How you can pick the right time to fight back against jerks [16:27] We're all slow to notice our own weaknesses Website: www.BobSutton.net www.Twitter.com/Work_Matters

I'm a statistic, and I'm about to be one again... Welcome to the Resistics Podcast! Each episode I will share stories, statistics, and more to give you a glimpse into the current state of women in engineering. Contact me at resistics@gmail.com Follow me on Instagram @resistics References: [1] http://repository.upenn.edu/cgi/viewcontent.cgi?article=1095&context=gse_pubs [2] http://www.huffingtonpost.com/2014/08/12/female-engineers_n_5668504.html [3] Moving Women to the Top, McKinsey Quarterly, 2010 [4] European Project on Equal Pay, Adler, 2010 [5] How Diversity Can Drive Innovation, Harvard Business Review, 2013

Some see Google's ad-blocking plan as a pure goodness for those who want a better digital experience. Others see this as a long-term plan that keeps Google's monopoly in place. Discuss... In other news, Anheuser-Busch buys an online community and the craft brewing industry goes crazy. Rants and raves include authenticity and licensing revenue. This week's TOM example: McKinsey Quarterly. This week's story links: Top of the Show Sponsor: VideoBlocks/AudioBlocks Bundle Package for $149 - http://cmi.media/pnr187b Be Careful Celebrating Googles New Ad Blocker:Here’s What’s Really Going On https://theintercept.com/2017/06/05/be-careful-celebrating-googles-new-ad-blocker-heres-whats-really-going-on/   Craft Brewers Question Anheuser-Busch’s Foray Into Publishing http://www.bizjournals.com/portland/news/2017/06/07/craft-brewers-question-anheuser-buschs-foray-into.html http://bostinno.streetwise.co/2017/06/07/harpoon-responds-to-ab-inbev-acquisition-of-ratebeer-site/   SHOW SPONSOR - GOTOWEBINAR Download the eBook - "Why Webinars Help Marketers Win:Start Rocking Your Lead Gen with Webinars" http://cmi.media/pnr187a     RANTS AND RAVES   http://adage.com/article/al-ries/a-words-jack-trout-positioning/309341/ http://contentmarketinginstitute.com/2017/06/brand-who-says-it-is/   THIS OLD MARKETING - MCKINSEY http://www.mckinsey.com/quarterly/about-the-quarterly

Alex Tapscott is a globally recognized thought-leader, advocate, speaker and writer focused on the impact of emerging technologies on business, society and government. Alex is the co-author of the critically acclaimed best-seller, Blockchain Revolution: How the Technology Behind Bitcoin is Changing Money, Business, and the World. He is the author of dozens of articles featured in publications such as TIME, Harvard Business Review, The McKinsey Quarterly, Forbes, Fortune, Quartz, The Globe and Mail, Toronto Star, and The Huffington Post. Alex is the Founder and CEO of Northwest Passage Ventures, a consulting firm focused on early-stage high growth companies. Alex is a passionate and vocal advocate for innovation, entrepreneurship and civic engagement.

One of the great privileges of our unique network is that we have access to some of the most eminent former partners like Kevin Coyne and Bill Matassoni. We adopt their insights when designing our case training and strategy training programs. Our goal at Firmsconsulting is to allow our members access to the partners from whom we seek advise.  This is an exclusive interview that Bill Matassoni recently had with Firmsconsulting where he shared some counter-intuitive concepts you will not hear anywhere else. Bill Matassoni was the partner who was involved in developing and implementing the McKinsey philosophy that helped the firm pull ahead of BCG in the 1980s and 1990s. He was thereafter the partner who led BCG's efforts to overtake McKinsey. This insightful, inspiring and counter intuitive podcast explains the steps McKinsey took in the 1980s to reposition the firm. Planning is meaningless unless you know what to plan. You need a point of differentiation and you need to consistently drive that difference. Competitive advantage is wrong to pursue. You need to look for comparative advantage.  See if you can extract those lessons from this podcast. Bill Matassoni started his career in management consulting in 1980 when he joined McKinsey & Company. He was a partner there for almost 20 years, focusing on the branding of professional services. He was responsible for building McKinsey's reputation and protecting its brand, which included publishing the McKinsey Quarterly. In doing so he worked closely with many of his colleagues worldwide including Tom Peters, Jon Katzenbach, Kenichi Ohmai, John Sawhill, John Stucky, and John Hagel. He was also responsible for much of McKinsey's internal communications. This included the creation of McKinsey's systems to manage and disseminate its practice knowledge. These efforts are described in an HBR case study. He left McKinsey to join Mitchell Madison Group, a strategy consulting firm he helped to take public through its sale to USWeb/CKS in 1999. He then joined The Boston Consulting Group, where he headed for over five years a group responsible for innovation, marketing and communications. As at McKinsey, Bill Matassoni worked closely with several of BCG's thought leaders — George Stalk, Michael Silverstein, Philip Evans, Yves Morieux, Hal Sirkin and others — to develop their ideas and turn them into consulting assignments. Bill Matassoni retired from BCG a few years ago and founded The Glass House Group, a consulting firm that helps professional service firms with branding and marketing issues. At one of his clients, Tapestry Networks, Bill has become a senior advisor.  Bill Matassoni is a graduate of Phillips Andover (1964), Harvard College (B.A. Literature, 1968) and Harvard Business School (M.B.A., 1975). For many years Bill Matassoni was on the board of trustees of United Way of America and United Way International. He is now on the board of trustees of First Book and a senior advisor to Ashoka, an organization that invests in social entrepreneurs. He is also on the Board of Advisors of The Demand Institute, a non-profit funded by The Conference Board and Nielsen. He remains interested in the management and marketing of professional services firms, social marketing and healthcare reform. If you have never had the opportunity to meet Marvin Bower, and that would apply to most of McKinsey's current partners, Bill's thinking is the second best thing to have access to. In this wide ranging interview, Bill Matassoni and I discuss the following about the strategy, culture, values, mistakes and problems of McKinsey and BCG:  McKinsey & Co. How a partner's background shapes his or her viewpoint The old influence of HBR on a consulting brand's position Bill's unconventional path into McKinsey and BCG Managing versus inspiring other senior partners Working with senior partners from McKinsey like Ron Daniels, Fred Gluck, Herb Ensinger, Kenichi Ohmae, Tom Peters, Bob Waterman, Lowell Bryan, Tom Steiner and Marvin Bower Insightful new anecdotes and stories not published before How to get partners to build a firm's position and knowledge Competitive advantage in management consulting The problem with trying to position a firm as a consulting firm McKinsey problems in recent times and lack of differentiation Why strategy is less analytic than it seems WSJ vs. The Economist vs. HBR for eminence The Fortune Magazine story that changed McKinsey's profile What is McKinsey's point of differentiation - it is not analytics or strategy How to build a leadership factory Why all the books about McKinsey, like "The Firm", completely miss the mark Anecdotes about Marvin Bower Using actions to build principles versus using principles to build actions The problem with marketing in consulting How McKinsey really makes decisions and tests them aka how to know when you are junior How to bring about change in traditional businesses with deep histories BCG The difference between BCG and McKinsey BCG's strengths and weaknesses What is BCG's culture How positioning drives operational decisions Managing practice meetings And much, much more. If you found this piece interesting, please post comments and questions. We will be interviewing other very senior ex-partners of McKinsey and BCG, and will use these comments as an input for future interviews. We also use comments and social shares to determine if a series should be pursued. If you would like us to interview another BCG or McKinsey ex-partner, corporate executive or renowned athlete please let us know. Hope you enjoyed it.  Michael

Leadership doesn't just start at the top. Leaders can also be found at the bottom of an organization and at just about every place in between. In this special report by Knowledge at Wharton and The McKinsey Quarterly the management journal of consulting firm McKinsey & Co. experts from McKinsey and Wharton point out that regardless of whether people are on the top line or the front line they should explore ways to exercise their leadership potential to the fullest. That is the only way in which they can create meaningful working lives for themselves and the organization can get the most from their efforts. See acast.com/privacy for privacy and opt-out information.