Publications

Sanda Ojiambo on the letter that has to come from the chief executive, the three things a company can do there, and the question she keeps asking about

Norman de Greve on the arithmetic behind the decision everyone quotes, why none of the innovations that followed came from marketing, and the difference between a mission and

Patagonia replaced a comfortable four-part mission with a single line about saving the planet. Two of its leaders describe what that did to hiring, to marketing, and to

Deepak Chopra reads the pandemic year as a passage through the stages of grief, and puts employee well-being first in a chain that ends with investors.

Diego Scotti describes how Verizon put four stakeholders into a single measured scorecard tied to leadership pay, and how a request for agency diversity data became a forcing

Lucas Perraudin maps how people still shop, how they increasingly shop, and how they are starting to shop. The four modes coexist, and each rewards a different marketing

Alan Jope explains why a brand only earns the right to campaign on what it has already done, ranks employees first among seven stakeholders, and describes the agility

Raja Rajamannar on the companies that removed the role and what they were reacting to, the promotions that fund their own social programs, and the five hours he

Colin Mayer traces corporate purpose back two thousand years, defines it as profitable solutions to the problems of people and planet, and explains why the crisis broke the