Embedded Files
Here is a collection of articles we used in our Adam Tooze event that took place in London on May 19th, 2022 in London.
Here is a collection of articles we used in our Adam Tooze event that took place in London on May 19th, 2022 in London.
Adam Tooze is one of the more solicited interpreters of our present, in particular regarding the political and economic situation of the world today. He is a Historian, but of a particular kind - an Economic Historian. He has published multiple books on the major crises of the 20th Century, and he is now making prescient interpretations of our present crises; the Financial Crash, the COVID-19 Pandemic, and – most recently – his article outlining why the war in Ukraine.
We believe that companies need to expand their view of communications beyond advertising to customers. A company needs to give equal weight to communicating with customers. By communicating with customers we mean listening to customers about their concerns and talking to them about these concerns.
Communicating with Customers is our contribution to a book called "Kellogg on Advertising and Media" published by the Kellogg School of Marketing. Read it here.
Can that trust ever be regained? If so, does the answer lie in friendly ad campaigns, retro branding and dishing out cupcakes in branches? Or are there more fundamental issues around trust that the major players have still to grasp? Charles Spinosa thinks so. He demonstrates how one bank in the US took a revolutionary approach to earning the trust of its customers through ‘spontaneous magic’ – and wonders whether counterparts in the UK are doomed to failure because they are merely ‘playing the trust game’, click here for the article.
To find out how to avoid spending 6 billion on a Megaproject look no further.
Less than one per cent of megaprojects deliver the promised benefits on time and on budget. We explain why they go wrong, how you can fix them and why the fix works. We also show how these lessons can be applied to all capital projects of scale.
In this PDF we will take you through our proven four-step process for delivering all significant capital projects on time, on budget and with all the promised benefits. Find out how, here.
Winning customers' trust is a top prize for brands. And when that trust is lost, it's very difficult to regain. So how can you get ahead of the competition with your trust-building strategy? In an Interview with Fraser Allen, Dr. Charles Spinosa offers a fresh perspective.
Learn about the 9 essential steps to building customer trust and what they can do for your business, here.
by Maria Flores Letelier, Fernando Flores & Charles Spinosa.
The techniques for treating customers as producers changes the equation for entering an emerging market. Entering these is not solely about estimating market sizes and predicting profitability levels of segments by their income, cash flow, and accumulated leverageable wealth. Entering such markets is rather about identifying opportunities for creating productive customers. Find out more here.
By Charles Spinosa.
Consultants help leaders cultivate a disposition to be true to the full range of human virtues, particularly in the face of their organisations' extinction. Is this useful? Find out here
Normally, business insights come from the management schools and the social sciences. Normally, too, people in business shake hands, look directly into each other’s eyes, and get a visceral sense of trust or otherwise. With social distancing, we are all engaged in an unnatural act. Wonderful! While most consultants advise preparing for the new normal, let’s instead take this abnormal moment to turn our businesses into our masterpieces. Read more here.
Like love at first sight, the idea of trust at first sight is not very fashionable.
But we’ve all experienced a sense of trustworthiness first encounter. It’s not because their reputations preceded them but because trustworthiness from certain people and certain brands at something just clicked. Intellectual fashion dictates that it was a cognitive bias that clicked. Or, perhaps, you like certain behaviors or personality types. These suppositions are simply not right. Though not fashionable, we are still aware of virtues, and we see them in people quickly. Read more here.
Will we give up on the restaurant culture that has remained with us since ancient Rome’s wine bars and has lasted through plagues far worse than COVID-19. Will Americans no longer be born to run? Will no one want to see April in Paris? Will no one miss the buzz of London and New York? Will all of life get lived in my room? We invite you to identify your own poetic expression of your answers to these questions and then ask if that poetry has left you. Read more here.
With COVID-19, speculation is rife. But COVID-19 is not to blame. Today, consultants and academics advise leaders to be compassionate, authentic, empathetic, vulnerable, empowering consensus seekers who admire and cultivate diversity. Leaders are told to offer sweet speculations that will nurture and develop their teams. Some leaders use evidence-based reasoning in their speculations. But seeking and saying hard truths, as opposed to merely being convincing, is not much in fashion. Read more here.
What is happening to leadership, creativity, and truth-saying in our age which is raising the moral importance of safety both because of COVID-19 and generally.
I’m writing, however, about a deeper problem. As we drink in the new thinking about safety and raise it to a high, life directing moral evaluation (not simply a prudential one), we fall into moral confusion over right and wrong and finally end up timid in business and life. Read more here.
Why your organization’s culture is important, how it works, and what the key building blocks are.
Although COVID-19 is making critical management practices difficult, it also offers organization leaders a golden opportunity. With all the change happening, now is the time to bring your culture into alignment with your style of managing and your strategy. Read more here.
We are now ready to look at how to adjust your coming-to-resolution practice to convey a new culture or strengthen your current culture. Note that coming-to-resolution practices are vexed in many companies because academics and consultants have taught leaders that they should achieve a rational consensus. In short, they should lead as Mr. Spock from Star Trek would. Mr. Spock is a fantasy, damaging to those who believe they can be like him. Coming to resolution takes leadership because, for important questions, consensus cannot be achieved. Read more here.
First, with the increasing numbers of virtual meetings and clogged schedules, leaders are called on to be increasingly reactive. Second, in virtual meetings where people are easily distracted, listen to hear only what they expect to hear, and can secretly and easily ignore the video talking head, leaders are called on to perform at new heights of dramatic articulateness. Third, the casualness of yesterday is gone. To exert their moral authority virtually, leaders have to establish that necks are on the line and that something must be done in the meeting, and they need to do that in a mood that makes others want to join in the distress and hard decision-making. These are knotty problems. We will provide our three first-aid remedies. Read more here.
What has gone wrong? Life in the virtual world is full of distractions.
There are the obvious technological glitches. But as you look at your colleagues on your computer screen, you are also alerted to important emails coming in, movements in the market, headlines from healthcare news briefs, and so forth. You are very likely working from your home, which has not been organized to separate you from your family. Distraction is, truly, at pandemic proportions. If you consider yourself a driven highly focused executive, ask yourself, Have you allowed yourself to check-in on emails or news during a recent virtual meeting? Read more here.
By Matt Hancocks
The water industry is under siege from shareholders, regulators, pressure groups and the public. Yet there is a way forward. Join us in exploring how industry leaders can create a new and audacious world of water that will satisfy everyone.
For water companies to inspire, they will need to respect and pursue what their customers and stakeholders love about water and do it with tenacity. Take river pollution. If water companies are to be loved then they will have to report sewage discharges with the precision and spirit of a zealot. And if they find themselves to be failing, they will have to respond fast just like Pfizer and the drug companies did when they developed a COVID vaccine in ten months. Read more here.
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