Digital Tonto
FEBRUARY 5, 2023
I first noticed this in the aftermath of the Ukraine’s Orange Revolution in 2004. The post Self-Righteousness Isn’t A Strategy first appeared on Digital Tonto. So we feel the urge to lash out and silence opposition. That almost guarantees a failure to survive victory. It’s more important to make a difference than it is to make a point.
Digital Tonto
OCTOBER 16, 2022
It was Russia’s poisoning of Viktor Yushchenko in 2004 that set Ukraine on a different path. Through sound strategies, you can learn to leverage opposition to further your change initiative. For those who are adamantly and irrationally opposed to an initiative, there are proven strategies that help lead them to discredit themselves.
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Innovation Excellence
MAY 22, 2023
GUEST POST from Greg Satell In February 2004, Viacom announced that it would spin off Blockbuster Video into its own independent company, which gave its CEO, John Antioco, the opportunity to begin addressing the disruptive threat emanating from Netflix head on.
Innovation Excellence
MAY 18, 2020
Yet even today, nearly a half century later, many executives and business strategists have failed to learn that simple lesson by attempting to inject “science” into strategy. The truth is that while strategy can be informed by science, it can never be, and shouldn’t be, truly scientific. Why Business Case Studies Are Flawed.
Mills-Scofield
APRIL 29, 2019
Blue Lobster at the South Bristol Coop , 2004. One of my clients is doing this with their “Blue Lobster Leadership” program (seriously, that’s the name!). What’s with blue lobsters? Well, a blue lobster is rare, about 1 in 2 million , and very beautiful. Do you want to find some blue lobsters? Are you one?
Innovation 360 Group
MAY 29, 2016
All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Another source on the theme, O’Reilly III and Tushman (2004) , talks about being able working ambidextrously with incremental and radical innovation at the same time.
Innovation 360
MAY 29, 2016
All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Another source on the theme, O’Reilly III and Tushman (2004) , talks about being able working ambidextrously with incremental and radical innovation at the same time.
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