Publications

WPP China's chief executive on why the country is a continent rather than a market, why the winning recipe has to be held lightly, and what a leap

Kees Kruythoff on the phone call that ended a twenty seven year plan, the rule he used when Unilever bought founder-led companies, and why he thinks the marketing

Vodafone Business's chief executive and chief marketing officer on the two intersections marketing sits between, why the free service for small firms was the strategic move, and being

L'Oreal's chief digital officer on why she refused to build a digital silo, what a translator actually does, and the ocean of sameness she found at the bottom

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