Industry incumbents failed to grasp the early potential of digital

READ THE FULL GRAPHIC VERSION It’s time for a deep strategic rethink, writes N Venkat Venkatraman There’s considerable confusion among executives about digital transformation. Some see it as a technology problem and delegate it to specialists. Others rely on consultants who paint an exciting picture of the business’s future, but offer unclear pathways to get there. … Read more

Arenas, not industries, are the new business battlegrounds

The old tools don’t work anymore, writes Rita Gunther McGrath [button type=”large” color=”black” rounded=”1″ link=”https://issuu.com/revistabibliodiversidad/docs/full_book_dialogue_q4_2019_final_co/71″ ]READ THE FULL GRAPHIC VERSION[/button] The long postwar period of expansion of the US economy gave us many things. Steady economic growth. Bold new industries that operated on a global scale. The rise of the information worker. And many of … Read more

Embracing vulnerability boosts credibility

There’s a human inside every manager, writes Patrick Woodman [button type=”large” color=”black” rounded=”1″ link=”https://issuu.com/revistabibliodiversidad/docs/q4_2018_fullbook/71″ ]READ THE FULL GRAPHIC VERSION[/button] As a leader, how do you think of yourself? How do you want others to see you? Confident. Dynamic. Transformational. Strategic? All of those, perhaps. Where does ‘human’ fit in the list? Being human has often … Read more

How to be a trend spotter

Successful leaders analyse the world outside their window, writes Joe DiVanna [button type=”large” color=”black” rounded=”1″ link=”https://issuu.com/revistabibliodiversidad/docs/dialogue_q3_2018_fullbook/74″ ]READ THE FULL GRAPHIC VERSION[/button] Trends in customer behaviour and technology are moving faster than most organizations can cope with. Anticipating them, tracking changes and reacting in time to make substantive revenues are major challenges. The future of an … Read more

The China Blueprints

China is taking over the world. Kirsten Levermore learns how – and why [button type=”large” color=”black” rounded=”1″ link=”https://issuu.com/revistabibliodiversidad/docs/dialogue_q3_2018_fullbook/80″ ]READ THE FULL GRAPHIC VERSION[/button] Between 2000 and 2007, China’s outward foreign direct investment (FDI) rose 17-fold. During the global financial crisis, China’s FDI grew at an annual rate of 45%. In Global Expansion: The Chinese Way, … Read more

Dialogue Classics: Build the organization of your d.r.e.a.m.s

Make your organization authentic and good people will want to work for you, writes Professor Rob Goffee Illustration: Jeff Östberg [button type=”large” color=”black” rounded=”1″ link=”http://issuu.com/revistabibliodiversidad/docs/pdf_book_q2_2016_mid_res/74″ ]READ THE FULL GRAPHIC VERSION[/button] Imagine you have the opportunity to create the best company to work for on earth. What would it be like?  is not an idle question. In … Read more

Back to the future – Business classics revisited

  How to succeed at smaller brands Eating the Big Fish  Adam Morgan Adweek Media This was arguably the first book to propose how the also-rans – or challenger brands, should behave. Its fundamental point is that most marketing books are written about brand leaders, but most marketing people don’t work on brand leaders, and … Read more

Dialogue Classic: These retailers just binned Black Friday

  US sports giant and UK major grocer abandon much-criticized end-of-autumn sales day It has been called “uncouth”, “against the spirit of Christmas” and a “frenzy of greed”. In the UK, an official parliamentary petition was even launched to block US retail event Black Friday’s rollout across the Atlantic. Last week, the Walmart-owned UK big … Read more

Dialogue Classics: How to take a chance the Drucker way

  The father of modern management, Peter Drucker, tells us what to do about risk, writes William A. Cohen [button type=”large” color=”black” rounded=”1″ link=”https://issuu.com/revistabibliodiversidad/docs/dialogue_q3_2016_full_book/58″ ]READ THE FULL GRAPHIC VERSION[/button] Risk in management is unavoidable. Some of Peter Drucker’s clients did not acknowledge this. They thought risk could be avoided and wanted Drucker to show them how. But instead, Drucker told them … Read more