What we are seeing now from a large majority of organizations is a crisis-induced shift rather than an intentional change to flexible work practices. How to start from a human-centric approach.

I was speaking to a friend yesterday who works for a large software company that, in pre-pandemic reality, had no remote work options. In the last staff update, the CEO admitted that with 100% of the staff working remotely, there have been no significant drop in productivity (other than the first two weeks of the “adaptation” period).

Which type of leader are you: a visionary or an operator? If you're a visionary, you come up with new ideas, often. And of course, not every one of them is worth pursuing. Here's the thing, if a visionary jumps on every new idea without discipline, it can wear on everyone. Here are five strategies to harness your BIG ideas without killing your groove.

At this moment in time, if your product or services don't help to address the continuity of a business or address an urgent need, your pitch is likely falling on deaf ears.

COVID-19 is first and foremost a human crisis. It might also be the catalyst that pushes us all into the digital revolution, digitizing services, and forcing us to shift to digital business models.

What does it take to lead and inspire in a time of exponential change? These five traits have been found as a common thread in future forward leaders.

In working with marketing, BI and sales teams over the years, I've noticed a regular misuse of the terms segments and personas. Although often used in complementary ways, they are not one and the same. Here’s how I would differentiate.

Fear is a gift. I’m not talking about fear of fire or heights - the common sense, life-saving fear. I’m talking about the ego-based self-talk kind of fear that tells you to move away from discomfort.

For those of us who remember a technology-free childhood without the stress of being liked on Instagram or unfriended on Facebook, we likely remember a workforce where leaders were a much different breed than they are today.

For those of us who remember a technology-free childhood without the stress of being liked on Instagram or unfriended on Facebook, we likely remember a workforce where leaders were a much different breed than they are today.

A look at digital business models and the ability to leverage emerging tech in order to address an anticipated market need.

It’s time for a change in the way we execute our strategic plans. In a world where change and complexity are the only constant, we need a more adaptive, responsive and iterative approach to planning and execution.

Content, content, content - Yes, it’s still king and should still be at the top of the marketing or digital strategy agenda. So where to start? How does it fit in the overall marketing or communications plan?

As much as you may want to automate everything, customers expect relevancy and personalization. Generic one-size-fits-all campaigns signals that you are not listening to your customers and you don't understand their needs.

Both in business and in life, it's only in knowing where we currently stand that we can assess the gap between the current state and the desired outcome.

What does it mean to lead in an age of rapid change and disruption? Although we’ve been leveraging technology for decades, organizations are still grappling with being digital.

Your “brand” is the sum total of all your customers' experiences with your organization and every touchpoint matters.

Five short years ago, if you were to ask organizational leaders to define their digital strategy, the answer would either pertain to their digital marketing efforts or be synonymous with IT.

Just as Billy Joel coined the term “New York State of Mind”, the Fourth Revolution might be associated with a “Digital State of Mind”.

Whether you're an entrepreneur seeking to disrupt a product category or an established organization in the midst of digital transformation, success will hinge on one thing: innovation.