With the tightening of spending by companies and increased private-equity scrutiny around how budgets are spent, I believe a gap is widening between business development professionals who understand this information and those who don’t.
But I would rather look back on this column a few years down the road and laugh than scrap the vision for Megawatt in favor of a splashy headline about pivoting to AI.
Unfortunately, time doesn’t allow us to go back and do a pure A/B test on how we started our business, but I have a theory on why it worked: timing and execution.
Looking back, it’s clear that my childhood fascination with Cheerios was a precursor to my career.
Most managers lack formal project management training, and very often, the projects they run fail miserably or spin indefinitely, wasting time and resources.
Roughly 27 years ago, about this time of year, we arrived in Indianapolis with our elementary-school-age daughters.
I was extremely proud of my team and what we had accomplished to bring us to the point of acquisition, but I was also distraught and devastated.
Layoffs are part of a business’s natural ebb and flow.
“Buyer insights” are the keys to sustaining and expanding the customer base.
My initial thought was that we’d be better off selling funny-sounding presidential cereal.
Workers come to the office for the alchemy of creative collaboration, not the snacks.
Standing apart in a crowded marketplace requires a bold departure from the status quo.
I live in the weird and exciting gray area between the leaders who want answers and the people doing algorithm development and data cleansing—the stuff that makes your eyes glaze over.
Forbes has ranked Indiana in the top two states for starting a business for the last few years. We have so many great resources to help people getting started.
Leaders fear asking their workforce questions, worried that the answers will lead to requests they can’t (or don’t want to) fulfill.
In most work environments, firefighting is inevitable, but it shouldn’t be your team’s primary focus.
To continue to move our organizations forward, we need managers and leaders who know how to build, direct and engage high-performing teams, and the NBA All-Stars provide some inspiration.
We naively assumed we would at least be looped into conversations that were happening about our team and our brands.
Gray hair and wrinkles are not only desirable, they are an advantage.
Some leadership strategies, however, work more universally than others in maintaining a positive culture and getting the best out of your people.
