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  • From mad man to superwoman
    The inevitable rise of the chief marketing officer in the age of the empowered customer
    Suketu Gandhi, Giovanni Rodriguez and Greg Banks
  • The price of pricing effectiveness
    Is the view worth the climb?
    Julie Meehan, Chuck Davenport and Shruti Kahlon
  • Cloud wars
    How incumbents can respond to cloud disruption
    Ragu Gurumurthy, John Hagel and Hem Desai
  • Cloud hits the enterprise
    Five things business leaders need to know about cloud computing and software as a service
    Paul Clemmons, Jason Geller and Adam Messer
  • The engagement economy
    How gamification is reshaping businesses
    Doug Palmer, Steve Lunceford and Aaron J. Patton
  • Pulling ahead vs. catching up
    Trade-offs and the quest for exceptional profitability
    Michael E. Raynor and Mumtaz Ahmed
  • Enhancing decision quality in capital planning
    Improving value from capital allocation
    Charles Alsdorf, Igor Heinzer and Elayne Ko
  • Growth through M&A
    Promise and reality
    Iain Bamford, Nik Chickermane and Jessica Kosmowski
  • A delicate balance
    Organizational barriers to evidence-based management
    James Guszcza and John Lucker
  • To thine own self be true
    Sustaining superior performance requires knowing what should change and what should stay the same
    Michael Raynor and Mumtaz Ahmed
  • Headwinds, tailwinds and the riddles of demographics
    Demographics trends and their influences on workforces
    Jorrit Volkers and Ardie van Berkel
  • The talent paradox
    Critical skills, recession and the illusion of plenitude
    Robin Erickson, Jeff Schwartz and Josh Ensell
  • Is your corporate footprint stuck in the mud?
    Geography is a key driver of corporate performance
    Darin Buelow, Matt Szuhaj, Josh Timberlake and Matt Adams
  • Making sense of social data
    Digital exhaust and the next frontier in social data analytics
    Doug Palmer, Vikram Mahidhar and Dan Elbert
    We create data constantly, leaking information about our actions, whereabouts and characteristics. Increasingly these data are stored, analyzed and put to use, to understand us and our behaviors at an extraordinarily granular level – and forcing executives to rethink how they understand, reach and even influence their customers.
  • Growth's triple crown
    When it comes to exceptional performance, the best companies don’t make trade-offs: They break them
    Michael Raynor, Ragu Gurumurthy and Mumtaz Ahmed with Jeff schulz and Rajiv Vaidyanathan
    It is tempting to assume that as companies grow they will see a decline in either or both their profitability and shareholder returns.
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