After The Turnaround: The Next Tack @BestBuy // Building the #NewBlue $BBY


  I stand up and enthusiastically applaud Top Management Team’s (“TMT’s”) that have a propensity to outperform.  And TMT’s with “Staying Power”, a/k/a the capability to consistently outperform over long periods of time, have a special place in my heart.  They have that “Je ne sais quoi”, a rare quality that cannot be easily described or named. Here are some examples of what TMT’s with Staying Power do different.  They: Create new categories of products and services for customers Generate demand amidst extremely challenging economic forces Return value for shareholders, in the form of Total Returns Offer learning, development, and career … Continue reading After The Turnaround: The Next Tack @BestBuy // Building the #NewBlue $BBY

#AlignedValue: How to put #HumanCapital squarely on the #CEO’s Agenda // Is it time to blow up #HR? @adiman


In the July/August edition of Harvard Business Review, Adi Ignatius and the HBR editorial team challenged HR leaders to “blow up” HR and build something new. That’s a bold assertion.  And it’s raising the eyebrows of even the most progressive HR thought leaders.  HBR’s Rethinking Human Resources SPOTLIGHT prompts forward-looking CEOs, CFOs, and CHROs to ask: Is our workforce consistently realizing its economic potential? Have we fully accounted for the importance of people in our strategy? Is HR playing a lead role on our executive leadership team? Are our HR programs achieving higher levels of corporate performance? Opportunities borne from Overlooked Problems … Continue reading #AlignedValue: How to put #HumanCapital squarely on the #CEO’s Agenda // Is it time to blow up #HR? @adiman

#AlignedValue Deconstructing #CorpGov as we know it to Reconstruct Effective Oversight


In a recent Harvard Business Review article, Guhan Subramanian asserts that the current system of corporate governance was borne of patchwork policy and regulation – created by consequences, not intentional design.  As a result, our current system of governance can be ineffective, allowing unintended outcomes that subvert common sense and public policy. Guhan suggests a “back-to-the-basics” approach to create effective corporate governance based on three principles: 1. End the culture of short-termism.  Financial performance is not just a quarter-over-quarter, year-over-year endeavor.  Boards should have the right to manage the company for the long term. 2. Develop More Qualified Director-level Talent.   Boards should install mechanisms to ensure the … Continue reading #AlignedValue Deconstructing #CorpGov as we know it to Reconstruct Effective Oversight