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Jassi is a recipient of the E&Y "Entrepreneur of the Year" award. He ...
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Sales Lessons from Obama's Public Diplomacy With Indians By Vishal Asthana and Nick ...
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25th August, 2009 Quote of the Day
“There are a lot of things that go into creating success. I don't like to do just the things I like to do. I like to do things that cause the company to succeed. I don't spend a lot of time doing my favorite activities.
- Michael Dell
In ‘How to Persuade People Who Don’t Want to Be Persuaded: Get What You Want Every Time’, Joel Bauer, a public speaker and “infotainer” and Mark Levy, the founder of Levy Innovation, a marketing strategy firm, discuss in detail various persuasion strategies especially designed to persuade people who don’t want to be persuaded. 
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Roger C. Schank, Dimitris Lyras and Elliot Soloway, pioneers in education engineering explain the future of decision-making in their book titled “The Future of Decision Making: How Revolutionary Software Can Improve the Ability to Decide”. They introduce in this book a novel and unique software design concept to facilitate today’s business decision-making process and tout the concept as the next "big thing", the revolutionary software that can improve the decision-making ability of corporate leaders. 
Lon Safko and David K. Brake in this revised second edition of their book ‘The Social Media Bible: Tactics, Tools, and Strategies for Business Success’, redefine the term ‘social media’ and categorize social media tools into 15 major social media categories such as social networking sites, online publishing tools, photo sharing applications, video sharing applications, podcasts, livecasting, microblogging, and so on. 
Hiring is expensive as it requires investing considerable time, energy and money to find suitable candidates and get them onboard. But what if the highly talented candidate you have hired leaves the company without contributing any real value? The damage is not only limited to the waste of all the resources that were invested in hiring the candidate but also in the form of lost benefits which the candidate could have brought to the company had s/he lasted long enough.
Reaching the top and staying there; this is what millions strive for each day. This book guides the readers about what it takes to make the journey. Even though elements like academic excellence, technical knowledge and experience are very important; there is yet another set of qualities that determines who will be an exceptional achiever and who will be an average one.
This book is a result of a series of studies and analysis thus each suggestion is worth being considered. 
In this book titled ‘the Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems’, Richard Pascale, an Associate Fellow of the Saïd Business School, Oxford University; late Jerry Sternin, and Monique Sternin, director of the Positive Deviance Initiative at Tufts University define ‘Positive Deviance’ as an innovative process where focus is on positive deviants, the individuals whose outcome deviates in a positive way from the acceptable norms of the communities. 
Bosses need to rely upon managers and they also require them to be co-operative and honest. From their end, managers depend upon their bosses for guiding them in the right direction by setting priorities and them getting critical resources as required. Managing your boss might appear to be a strange goal because traditionally it’s the boss who directs the manager. It actually involves creating a productive relationship which also serves as a win-win solution for both boss and manager. 
Leaders are often the biggest impediment to their own as well as their organization’s success. The authors of this article have been working on this issue from three different directions, Robin researches race, gender and leadership, Frances coaches senior executives and Anne trains social entrepreneurs. They have worked with hundreds of leaders across a wide variety of sectors and industries and have found this to be a common problem – critical players unknowingly get in their own way towards becoming better leaders. 
Marketing Myopia is counted among the super successful articles of Harvard Business Review; it was published in 1960 and won the McKinsey Award that year. Written by Theodore Levitt who was a lecturer at the Harvard Business School, this article introduced a famous question to the corporate world which was, “What business are you really in?” The article theorized that most businesses, including the hugely successful ones declined after their years of glory because their focus was on the product rather than their customers. 
Brad Brown, a director in McKinsey’s New York Office; Michael Chui, a senior fellow with the McKinsey Global Institute (MGI) and James Manyika, a director of MGI, question the readiness of organizations to welcome the era of ‘Big Data in this McKinsey article. They categorically state that in the era of big data, the future belongs to only those companies that collect more quality data and use it effectively for competitive advantage.
In the latest McKinsey Quarterly Review, W. Brian Arthur, an eminent economist and a pioneer in the science of complexity explains ‘the second economy’ based on ‘digitization’ and how this second economy revolutionizes the way we live, in the same way industrial revolution did almost 60 years ago. He further explains the economic possibilities of this digital economy for the future generation and also the possible down side of such a digital revolution.
In this McKinsey Quarterly article adapted from Robert S. Kaplan’s book, ‘What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential’ the author confirms the untold truth that top executives are less likely to receive constructive feedback as subordinates never want to offend their bosses. So over time, top executives become isolated from criticism and thus a potential source of constructive criticism represented by subordinates remains untapped forever. 
The rapid rate at which technological progress is making established companies irrelevant and birthing new champions is scary not only for the vanquished old masters but also for the new champions who may enjoy much less time basking in the glories of success than the old masters did. In this article, two management consultants take up specific examples and explain how certain companies have created success for themselves in today’s volatile business landscape.
Author David Rotman explains the differences between individual technologies and domains while exploring why it takes technology so long to commercialize. This understanding can help enterprises evaluate their product choices, the investments they need to make and the timeline for successful adoption of the new technology. This can show them what to focus on in their development efforts.
Ekman learned that the human subjects he studied betrayed their emotional state through microexpressions, however much they tried to suppress them. He identified 46 facial-muscle movements that, across cultures, signal such basic emotions as fear, distrust, and distress.
It is said that the only thing constant about life is change. However, in the present context it would be more appropriate to say that the only thing constant about life is rapid change. We are living in a disruptive age where new technologies and other developments bring significant changes to our lives every few years. Business leaders are hardest hit as they cannot even dream of settling down into a comfortable groove because if they do so, it won’t take long for a competitor to copy their solutions and offer it cheaply or come out with a much improved alternative.
The authors Rawlinson and Kuznetsova, discuss the importance and presence of a strong group of consumers who are 50+ and have the money and drive to experiment with new and old products. It is time for them to engage in a full blown market segmentation framework for their products.
Unlike other human organs, the human brain is a social organ and it develops not by the growth of the human body but by the level of its social interactions, as the recent neuroscience research has been able to prove. 
The Definitive Guide to Marketing Metrics and Marketing Analytics