Publications

John Replogle on the unwritten law he says Friedman ignored, the two weeks Burt's Bees spent sorting its own garbage on a tarp, and the three things he

Letty Cherry runs employee and culture communications for 190,000 people at Microsoft. Her account of the listening system, the manager layer where culture change stalls, and why an

Ramon Laguarta defines the leadership job as converging conflicting stakeholder needs into one strategy, and describes moving PepsiCo's top markets to end-to-end local management.

Dolf van den Brink explains the decision to stop selling the Heineken brand in Russia, why he ranks consumers, customers, and employees ahead of shareholders, and why he

Paul Polman on the third kind of authority, the trade association memberships that quietly undo a climate pledge, and why the boundaries a leader sets are the reason

Lorraine Twohill describes how marketing at Google moved from late-stage packaging to early product definition, and what a personal purpose looks like when it becomes a program.

Kirsten Allegri Williams and Alex Atzberger describe merging Episerver and Optimizely into a single identity, and what the partnership between a CMO and a CEO has to survive

Halla Tómasdóttir on the compass she first wrote at thirty and has rewritten sixteen times, what a presidential campaign at one percent taught her about principles, and why

UNICEF's deputy executive director on why money is the wrong opening offer, the homework a good partner has done before the first meeting, and admitting your own organization