The example of the FTSE100 shows that we have fallen into a pattern of behaviour that contradicts our stated purpose: not simply to make money but to create value. At some point, someone somewhere will establish a better pattern of behaviour. Perhaps a Chief Creative Officer will be at the heart of the change.
Resilience is about more than failure avoidance. It’s about creative dissent.
Making the case for intelligent kindness in business.
In theory, brand positioning can be an immensely useful tool for creating growth. But in practice, it is often a complete waste of time, money and effort.
Intentions matter because they initiate outcomes.
Not everything that can be counted counts. And not everything that counts can be counted.
Think about it: how many organisations have you worked in that actually operate like a symphony orchestra?
If strategy is about substance, then culture is about style – and style matters every bit as much as substance.
Spend less time at work.
Is Uber’s brand really worth billions?
Milton Glaser had the ability to penetrate through the layers of bullshit that often come with a job that balances the commercial with the creative. He thought seriously and deeply about this balance. Here are ten things I’ve taken away.
Best practice can’t happen unless we’re prepared to step away from the comfort of the usual once in a while. That’s why so many of the retail world’s most notable innovators have embraced weirdness.
It’s easy to revile entrepreneurs. They have money, power and an address list that mere mortals can only dream of. But without them where would we be?
A compelling charity brand is spontaneous, collaborative and delivered with charm and a warm imperfection that reminds us what it means to be human.
Business class travel – whether by air or by train – is one of the most weirdly wasteful and anachronistic aspects of modern working life.
It’s possible to be fiercely competitive without this becoming toxic.
This form of positivity is toxic precisely because it robs us of our right to call something out as damaging, or depressing, or shameful.
Why being true to yourself is the worst mistake a leader can make.
Why the solution to ageism isn’t age blindness.
Baron Sauvage 