"Nobody ever got fired for buying IBM." That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign : "Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."
This time of year we tend to subject ourselves to tough review. We zero in on our practices and tendencies and resolve to take up new, positive habits--and, more importantly, to break the bad. It can be a productive exercise if approached with a clear eye and dedicated follow-through. My question:...
An Anglican parish launches a bold experiment with a radical model of how to “do church,” by replacing hierarchy with communities of passion, and unleashing the capabilities of its c
Broad employee ownership of enterprise is MONDRAGON’s key to a long-term capitalism. It is the centerpiece of a values-based business model captured in our logo, Humanity at Work.
B Lab's vision is to redefine success in business by building a global movement of entrepreneurs competing not just to be best in the world, but best for the world.
What do kids know about creating a company anyway? Well, 3 24-yr old Brown University ('08) grads didn't know how to do it the "right" way, so they did it their way.
Given the evolving global water scarcity situation, the world’s largest beverage company created a new dynamic with its bottlers and external partners, one focused on conserving local watersheds, ther
If you're not developing your sharing strategy, you're bound for obscurity, says MIX Maverick Seth Godin. The game has changed. Now if you want to win, you have to figure out a way for everybody to win.
