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December 20, 2012
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Leading Edge 
  • Why smart CEOs sabotage themselves
    Many bosses reach the top of their profession by sacrificing and playing by the rules during their 20s and 30s, only to find themselves veering off course as they grow older, writes Brian Gast. That can lead to poor strategic decision-making, unprofessionalism and moral lapses, or even problem behaviors such as gambling and infidelity. To avoid self-sabotage, it's important to be honest about your unmet needs, and to find less destructive ways to channel your energies. ThoughtLeaders blog (12/19) LinkedInFacebookTwitterGoogle+Email this Story
  • How a European gun novice became CEO of Smith & Wesson
    Smith & Wesson CEO P. James Debney, a Briton with a background in plastics, knew next to nothing about guns before he took over at S&W. That's fine, he says: The company already had plenty of in-house firearms expertise, but needed to do a better job of marketing itself to nontraditional demographics. "We're transitioning away from being that longtime engineering-led company to a company that behaves like a consumer-products business ... led by a strong marketing team," he explained. The Wall Street Journal (12/19) LinkedInFacebookTwitterGoogle+Email this Story
Strategic Management 
  • Cider drinkers could save America's beer giants
    Hard cider could be America's big brewers' secret weapon in their war against microbreweries, industry experts say. With Americans increasingly abandoning mass-produced lager in favor of tastier craft beers, companies such as Anheuser-Busch InBev and MillerCoors are branching out into cider production. "Big brewers feel the threat. Cider could be the escape hatch," says analyst Spiros Malandrakis. Reuters (12/20) LinkedInFacebookTwitterGoogle+Email this Story
  • Microsoft is losing its touch, analysts say
    Microsoft's flagship Windows 8 operating system has left some analysts questioning whether the tech giant still has what it takes to successfully bring new technologies to market. The sprawling organization lacks focus, and no longer has a clear sense of its customers, argues business professor Andrea Matwyshyn. "They have brilliant ideas in the organization, but the ideas get lost internally," Matwyshyn says. "Microsoft can be first to market with a great idea and not understand the consumer." Knowledge@Wharton (12/19) LinkedInFacebookTwitterGoogle+Email this Story
Innovation and Creativity 
  • How to innovate like Daniel Libeskind
    Modern architect Daniel Libeskind has come up with some of the era's most creative designs -- and corporate innovators can harness the techniques he uses, writes Scott Bowden. Libeskind's ability to flip existing paradigms on their heads, blend substance and style, and spot big trends and apply them to his designs are all themes that innovators in any field can use, Bowden writes. (12/19) LinkedInFacebookTwitterGoogle+Email this Story
The Global Perspective 
  • What's the matter with France?
    French industrialist Louis Gallois called recently for a "competitiveness shock" to counter the "cult of regulation" gripping his country. Now, though, some experts say even a major change in direction might not be enough to put France back on track. "The concern is not just that France could be the next candidate affected by turbulence" from the euro crisis, says economist Lars P. Feld. "The fear is that ... it could become the new sick man of Europe." The New York Times (tiered subscription model) (12/19) LinkedInFacebookTwitterGoogle+Email this Story
Engage. Innovate. Discuss. 
  • Good leaders are great communicators
    Would-be leaders should prioritize developing their communication skills, writes Gretchen Rosswurm. That means mastering public speaking, corporate communications and interpersonal communication skills. "You may be hired for what you know, but you'll be promoted for your ability to influence people," Rosswurm writes. SmartBrief/SmartBlog on Leadership (12/18) LinkedInFacebookTwitterGoogle+Email this Story
Daily Diversion 
  • Could Santa just send gifts via FedEx?
    Delivering gifts to every child in the world in a single night would be tricky, but technically possible, say FedEx and UPS officials. About 12 million workers -- the equivalent of 40 times FedEx's global workforce -- would be needed, including 400,000 people to load gifts onto Santa's sled, and 60,000 to negotiate his flight paths and keep local aviation authorities notified of his whereabouts. National Public Radio/Planet Money blog (12/19) LinkedInFacebookTwitterGoogle+Email this Story
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By communicating consistently, effectively and honestly, you gain trust and respect."
--Gretchen Rosswurm, communications exec at Celanese, writing at SmartBlog on Leadership
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