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Updated September 2014 Business Insights: Global Business Insights: Global lets users easily compare global economies, companies and industries. Featuring case studies from our exclusive and timely CaseBase collection, global industry research reports, company histories, SWOT and market share reports, corporate chronologies, and business rankings, content assets are wrapped with periodicals and newspapers in hundreds of thousands of company profile pages, as well as profiles for all U.N. recognized countries and hundreds of industry profile pages. Title Business Insights: Global Industry Collection Business Insights: Global Case Collection Business Rankings Annual, 2014 Business Rankings Annual, 2013 Business Rankings Annual, 2012 Business Rankings Annual, 2011 Business Rankings Annual, 2010 Business Rankings Annual, 2009 Business Rankings Annual, 2008 Business Rankings Annual, 2007 Business Rankings Annual, 2006 Business Rankings Annual, 2005 Business Rankings Annual, 2004 Business Rankings Annual, 2003 Business Rankings Annual, 2002 Business Rankings Annual, 2001 Business Rankings Annual, 2000 Encyclopedia of American Industries Encyclopedia of Emerging Industries Encyclopedia of Global Industries International Directory of Company Histories Market Share Reporter, 2014 Market Share Reporter, 2013 Market Share Reporter, 2012 Market Share Reporter, 2011 Market Share Reporter, 2010 Market Share Reporter, 2009 Market Share Reporter, 2008 Market Share Reporter, 2007 Market Share Reporter, 2006 Market Share Reporter, 2005 Market Share Reporter, 2004 Market Share Reporter, 2003 Market Share Reporter, 2002 Market Share Reporter, 2001 Market Share Reporter, 2000 Notable Corporate Chronologies

Statistical data for Business Insights: Global are provided from the following Gale Company Profile Collection sources: Graham and Whiteside Major Company Series Ward's Business Directory of U.S. Private and Public Companies

Gale Associations Content Business Insights integrates business-related associations from Gale’s Encyclopedia of Associationscollection as individual Association Profiles, but does not contain the encyclopedia in full.

Information from Gale’s extensive directory collections--including Brands and Their Companies, Ward's Business Directory of U.S. Private and Public Companies, Consultants and Consulting Directory, and Telecommunications Directory--is integrated within Business Insights company and industry profiles but these titles are not available in whole. Updated September 2014 Business Insights: Global Business Insights: Global lets users easily compare global economies, companies and industries. Featuring case studies from our exclusive and timely CaseBase collection, global industry research reports, company histories, SWOT and market share reports, corporate chronologies, and business rankings, content assets are wrapped with periodicals and newspapers in hundreds of thousands of company profile pages, as well as profiles for all U.N. recognized countries and hundreds of industry

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Statistical data for Business Insights: Global are provided from the following sources:

Gale Associations Content integrates business-related associations from Gale’s Encyclopedia of collection as individual Association Profiles, but does not contain the encyclopedia in

Information from Gale’s extensive directory collections--including Brands and Their Companies, Ward's Business Directory of U.S. Private and Public Companies, Consultants and Telecommunications Directory--is integrated within Business Insights company and industry profiles but these titles are not available in whole. SWOT Reports 3M Co. USA A.P. Moller Maersk Group DENM AB Volvo SWED ABB Ltd. SWIT USA Abertis Infraestructuras S.A. SPAI ABN AMRO Bank N.V. NETL Accenture Plc IREL Acciona S.A. SPAI S.A. FRAN ACE Aviation Holdings Inc. CANA ACE Ltd. BERM Acer Inc. TAIW Acom Company Ltd. JAPA ACS, Actividades de Construccion y Servicios S.A. SPAI Adecco S.A. SWIT AG GERM Adobe Systems Inc. USA Advanced Micro Devices Inc. USA Advantest Corp. JAPA AEGON N.V. NETL AEON Company Ltd. JAPA Aetna Inc. USA Inc. USA Aiful Corp. JAPA Air -KLM FRAN Air Liquide S.A. FRAN Air Products and Chemicals Inc. USA Aisin Seiki Company Ltd. JAPA Ajinomoto Company Inc. JAPA Aktiebolaget Electrolux SWED Alcatel Lucent S.A. FRAN Inc. USA Alcon Inc. SWIT Alfa S.A.B. de C.V. MEXI All Nippon Airways Company Ltd. JAPA Inc. USA Allergan Inc. USA SE GERM Allied Irish PLC IREL Corp. USA Alps Electric Company Ltd. JAPA Alstom S.A. FRAN Altana AG GERM Altria Group Inc. USA .com Inc. USA AMBAC Financial Group Inc. USA AMCOR Ltd. AUSX Ameren Corp. USA America Movil, S.A.B. de C.V. MEXI Company Inc. USA American Express Co. USA American Financial Group Inc. USA American International Group Inc. USA American National Co. USA AmerisourceBergen Corp. USA Amgen Inc. USA AMP Ltd. AUSX Anadarko Corp. USA Analog Devices Inc. USA Anglo American PLC UK Anheuser-Busch Companies Inc. USA Anheuser-Busch InBev S.A./NV BELG Aon Corp. USA Apache Corp. USA Apple Inc. USA Applied Materials Inc. USA Corp. USA ArcelorMittal S.A. LUXE Arch Group Ltd. BERM Archer Daniels Midland Co. USA AREVA Group FRAN Arrow Electronics Inc. USA Asahi Ltd. JAPA Asahi Company Ltd. JAPA Asahi Kasei Corp. JAPA Ashland Inc. USA ASML Holding N.V. NETL Assa Abloy AB SWED Assicurazioni Generali S.p.A. ITAL Associated Banc-Corp. USA Associated British Foods PLC UK Assurant Inc. USA Astellas Pharma Inc. JAPA AstraZeneca PLC UK ASUSTeK Computer Inc. TAIW AT&T Inc. USA Atlas Copco AB SWED Atos S.A. FRAN AU Optronics Corp. TAIW Autoliv Inc. SWED Automatic Data Processing Inc. USA AutoNation Inc. USA AutoZone Inc. USA Avaya Inc. USA Avery Dennison Corp. USA Aviva PLC UK Avnet Inc. USA Avon Products Inc. USA AXA Group FRAN BAE Systems PLC UK Baker Hughes Inc. USA PLC UK Ball Corp. USA Banca Monte dei Paschi di Siena S.p.A. ITAL Banco Bilbao Vizcaya Argentaria S.A. SPAI Banco Bradesco S.A. BRAZ Banco de Sabadell S.A. SPAI Banco Popular Espanol S.A. SPAI Banco Santander Chile CHIL Bangkok Bank Public Company Ltd. THAI Bank of America Corp. USA Bank of Group IREL Bank of New York Mellon Corp. USA Bank of Nova Sco+A145tia CANA Bank of Yokohama Ltd. JAPA Baoshan Iron and Steel Company Ltd. CHIN Barclays PLC UK PLC UK Barrick Gold Corp. CANA Inc. USA Bayer AG GERM Bayer Pharma AG GERM Bayerische Motoren Werke AG GERM BB&T Corp. USA BCE Inc. CANA Beam Inc. USA Becton, Dickinson and Co. USA Bed Bath and Beyond Inc. USA Beiersdorf AG GERM Inc. USA Company Inc. USA BG Group PLC UK Bharat Petroleum Corporation Ltd. INDI BHP Billiton Ltd. AUSX Biogen Idec Inc. USA BMO Financial Group CANA BNP Paribas S.A. FRAN BOC Ltd. HONG Bombardier Inc. CANA Properties Inc. USA Boston Scientific Corp. USA Bouygues S.A. FRAN BP PLC UK Bradford and Bingley PLC UK Brambles Ltd. AUSX Bridgestone Corp. JAPA Brinker International Inc. USA Bristol-Myers Squibb Co. USA British Airways PLC UK PLC UK British Sky Broadcasting Group PLC UK Broadcom Corp. USA Brookfield Asset Management Inc. CANA Brunswick Corp. USA BT Group PLC UK Bunge Ltd. USA Burlington Northern Santa Fe L.L.C. USA C.H. Robinson Worldwide Inc. USA CA Technologies USA Systems Corp. USA Caesars Entertainment Corp. USA Calpine Corp. USA Campbell Soup Co. USA Canadian Imperial Bank Of Commerce CANA Canadian National Railway Co. CANA Canadian Natural Resources Ltd. CANA Corporation Ltd. CANA Canary Wharf Group PLC UK Canon Inc. JAPA Cap Gemini S.A. FRAN Capital One Financial Corp. USA CapitaLand Ltd. SING Cardinal Health Inc. USA Carlsberg A/S DENM Carnival Corp. USA Carrefour S.A. FRAN Caterpillar Inc. USA Cathay Pacific Airways Ltd. HONG CBS Corp. USA Celesio AG GERM S.A.B. de C.V. MEXI CenterPoint Energy Inc. USA Centrais Eletricas Brasileiras S.A. BRAZ Central Railway Co. JAPA Centrica PLC UK CenturyLink Inc. USA CEZ A.S. CZEC Charles Schwab Corp. USA Inc. USA Chesapeake Energy Corp. USA Cheung Kong (Holdings) Ltd. HONG Chevron Corp. USA Bank Corp. CHIN China Mobile Ltd. HONG China Petroleum and Chemical Corp. CHIN China Resources Enterprise Ltd. HONG China Shenhua Energy Company Ltd. CHIN China Telecom Corporation Ltd. CHIN China Unicom Ltd. HONG Christian Dior S.A. FRAN Chubb Corp. USA Chubu Electric Power Company Inc. JAPA Chunghwa Telecom Company Ltd. TAIW CIGNA Corp. USA Cincinnati Financial Corp. USA Cintas Corp. USA Cisco Systems Inc. USA CIT Group Inc. USA Inc. USA City National Corp. USA Channel Communications Inc. USA Clorox Co. USA CLP Holdings Ltd. HONG CMS Energy Corp. USA CNO Financial Group Inc. USA CNOOC Ltd. CHIN CNP Assurances S.A. FRAN Coach Inc. USA Coca-Cola Co. USA Coca-Cola Enterprises Inc. USA Coca-Cola FEMSA, S.A.B. de C.V. MEXI Colgate-Palmolive Co. USA Corp. USA Comerica Inc. USA Commerzbank AG GERM Commonwealth Bank of AUSX Community Health Systems Inc. USA Compagnie Financiere Richemont S.A. IREL Compagnie Generale des Etablissements Michelin S.C.A. FRAN Companhia Energetica de Minas Gerais S.A. BRAZ Compania Espanola de Petroleos, S.A.U. SPAI Compass Bancshares Inc. USA Compass Group PLC UK Computer Sciences Corp. USA ConAgra Foods Inc. USA ConocoPhillips USA Inc. USA Inc. USA Constellation Brands Inc. USA AG GERM Cooper Industries PLC USA Corning Inc. USA Cosmo Oil Company Ltd. JAPA Costco Wholesale Corp. USA Coventry Health Care Inc. USA Credit Agricole S.A. FRAN Credit Saison Company Ltd. JAPA Credit Suisse Group AG SWIT CRH PLC IREL CSX Corp. USA Inc. USA CVS Caremark Corp. USA D.R. Horton Inc. USA Daiei Inc. JAPA Daiichi Sankyo Company Ltd. JAPA Daikin Industries Ltd. JAPA Daimler AG GERM Daiwa House Industry Company Ltd. JAPA Daiwa Securities Group Inc. JAPA Danaher Corp. USA Danone S.A. FRAN Danske Bank A/S DENM Darden Inc. USA Dassault Systemes S.A. FRAN DaVita Healthcare Partners Inc. USA DBS Group Holdings Ltd. SING Dean Foods Co. USA Deere & Co. USA Delhaize Group S.A./NV BELG Inc. USA Delphi Automotive P.L.C. USA Inc. USA Denso Corp. JAPA DENTSU Inc. JAPA Deutsche Bank AG GERM Deutsche Boerse AG GERM Deutsche Lufthansa AG GERM Deutsche Postbank AG GERM Deutsche Telekom AG GERM Devon Energy Corp. USA Dexia S.A./NV BELG Diageo PLC UK DIC Corp. JAPA DIRECTV Group Inc. USA PLC UK DnB NOR ASA NORW Dollar General Corp. USA Dominion Resources Inc. USA Dover Corp. USA Dow Chemical Co. USA DTE Energy Co. USA Corp. USA E*TRADE Financial Corp. USA E.. du Pont de Nemours and Co. USA E. UK PLC UK East Japan Railway Co. JAPA Eastman Chemical Co. USA Eastman Co. USA Eaton Corp. USA eBay Inc. USA Ecolab Inc. USA EDF Energy Nuclear Generation Group Ltd. UK USA Edison S.p.A. ITAL EDP Energias de S.A. PORT Eiffage S.A. FRAN Eisai Company Ltd. JAPA Electric Power Development Company Ltd. JAPA Electricite de France S.A. FRAN Electronic Arts Inc. USA Eli Lilly & Co. USA EMC Corp. USA Co. USA Enbridge Inc. CANA EnBW Energie Baden-Wurttemberg AG GERM Encana Corp. CANA ENDESA S.A. SPAI ENEL S.p.A. ITAL ENI S.p.A. ITAL Entergy Corp. USA EOG Resources Inc. USA USA Erste Group Bank AG AUST Esprit Holdings Ltd. HONG Essilor International (Compagnie Generale d'Optique) S.A. FRAN Estee Lauder Companies Inc. USA Eurobank EFG S.A. Group of Cos. GREE European Aeronautic Defence and Space Company EADS N.V. NETL Everest Re Group Ltd. BERM Evonik Industries AG GERM Corp. USA Epedia Inc. usa Expeditors International of Inc. USA Express Scripts Inc. USA Mobil Corp. USA F. Hoffmann-La Roche Ltd. USA Fannie Mae, the Federal National Mortgage Association USA Fanuc Ltd. JAPA Fast Retailing Company Ltd. JAPA FedEx Corp. USA Ferrovial S.A. SPAI Fiat S.p.A. ITAL Fidelity National Financial Inc. USA Fifth Third Bancorp USA Finmeccanica S.p.A. ITAL First American Financial Corp. USA First Data Corp. USA First Horizon National Corp. USA FirstEnergy Corp. USA Fiserv Inc. USA Flextronics International Ltd. SING Fluor Corp. USA Fomento de Construcciones y Contratas S.A. SPAI Ford Motor Co. USA Forest Laboratories Inc. USA Formosa Plastics Corp. TAIW Fortum Oyj FINL Foster's Group Ltd. AUSX France Telecom S.A. FRAN Franklin Resources Inc. USA Freddie Mac USA Freeport-McMoRan Copper and Gold Inc. USA Fresenius SE and Company KGaA GERM Fuji Electric Holdings Company Ltd. JAPA FUJIFILM Holdings Corp. JAPA Ltd. JAPA GAIL Ltd. (New Delhi, ) INDI Company Inc. USA Gap Inc. USA Gas Natural SDG S.A. SPAI Gazprom Joint Stock Co. RUSS GDF Suez Energie Services S.A. FRAN GDF Suez S.A. FRAN General Dynamics Corp. USA Co. USA General Growth Properties Inc. USA General Mills Inc. USA Co. USA Genuine Parts Co. USA Genworth Financial Inc. USA Genzyme Corp. USA George Weston Ltd. CANA Gerdau S.A. BRAZ Gilead Sciences Inc. USA GKN PLC UK GlaxoSmithKline PLC UK Goldman Sachs Group Inc. USA Google Inc. USA GPT Group AUSX Grupo S.A.B. de C.V. MEXI Grupo Modelo, S.A.B. de C.V. MEXI Grupo S.A. MEXI H and M Hennes and Mauritz AB SWED H and R Block Inc. USA H.J. Co. USA Halliburton Co. USA Shipping Holdings Company Ltd. SOUK Hannover Rueckversicherung AG Harley-Davidson Inc. USA Hartford Group Inc. USA HCA Holdings Inc. USA Health Net Inc. USA Heathrow Airport Holdings Ltd. UK N.V. NETL Hellenic Telecommunications Organisation S.A. GREE Henderson Land Development Company Ltd. HONG Henkel AG and Company KGaA GERM Hershey Co. USA Hess Corp. USA Hewlett-Packard Co. USA Hillshire Brands Co. USA Hindustan Petroleum Corporation Ltd. INDI Hitachi Ltd. JAPA Hochtief AG GERM Hokkaido Electric Power Company Inc. JAPA Hokuriku Electric Power Company Inc. JAPA Holcim Ltd. SWIT Honda Motor Company Ltd. JAPA Honeywell International Inc. USA Hong Kong and China Gas Company Ltd. HONG Host and Resorts Inc. USA Hovnanian Enterprises Inc. USA Hoya Corp. JAPA HSBC Holdings PLC UK Huaneng Power International Inc. CHIN Hudson City Bancorp Inc. USA Humana Inc. USA Huntington Bancshares Inc. USA Huntsman Corp. USA Energy Inc. CANA Hutchison Whampoa Ltd. HONG Company Ltd. SOUK Ltd. SOUK IAC/InterActiveCorp. USA Iberdrola S.A. SPAI ICICI Bank Ltd. INDI Tool Works Inc. USA Imperial Tobacco Group PLC UK Indian Oil Corporation Ltd. INDI Infineon Technologies A.G. GERM Infosys Technologies Ltd. INDI ING Groep N.V. NETL Ingersoll-Rand Company PLC IREL Ingram Micro Inc. USA Inpex Corp. JAPA Insurance Australia Group Ltd. AUSX Intel Corp. USA InterContinental Hotels Group PLC UK International Business Machines Corp. USA International Game Technology Inc. USA International Paper Co. USA International Power PLC UK Interpublic Group of Companies Inc. USA Intesa Sanpaolo S.p.A. ITAL Intuit Inc. USA Motors Ltd. JAPA Itausa - Investimentos Itau S.A. BRAZ ITC Ltd. INDI Corp. JAPA ITT Corp. USA ITV PLC UK J Sainsbury PLC UK J.C. Penney Company Inc. USA Jabil Circuit Inc. USA Japan Corp. JAPA Inc. JAPA Jardine Matheson Holdings Ltd. HONG JFE Holdings Inc. JAPA Johnson and Johnson USA Johnson Controls Inc. USA Johnson Matthey PLC UK JPMorgan Chase & Co. USA Kajima Corp. JAPA Kansai Electric Power Company Inc. JAPA Kao Corp. JAPA Kawasaki Heavy Industries Ltd. JAPA Kawasaki Kisen Kaisha Ltd. JAPA KB Financial Group SOUK KB Home USA KBC Group S.A./NV BELG KDDI Corp. JAPA Kellogg Co. USA Keppel Corporation Ltd. SING Kering FRAN KeyCorp. USA Keyence Corp. JAPA Kimberly-Clark Corp. USA Kimco Realty Corp. USA Energy Partners L.P. USA PLC UK Kintetsu Corp. JAPA Kirin Holdings Company Ltd. JAPA KLA-Tencor Corp. USA Kobe Steel Ltd. JAPA Kohl's Corp. USA Komatsu Ltd. JAPA Konica Minolta Inc. JAPA Koninklijke Ahold N.V. NETL Koninklijke DSM N.V. NETL Koninklijke Philips Electronics N.V. NETL Korea Electric Power Corp. SOUK Korea Gas Corp. SOUK Kroger Co. USA KT Corp. SOUK Kubota Corp. JAPA Kyocera Corp. JAPA Kyushu Electric Power Company Inc. JAPA L Brands Inc. USA L-3 Communications Holdings Inc. USA Laboratory Corporation of America Holdings USA Ladbrokes PLC UK Lafarge S.A. FRAN Lagardere S.C.A. FRAN Land Securities Group PLC UK Lear Corp. USA Legal and General Group PLC UK Legg Mason Inc. USA Lennar Corp. USA Lexmark International Inc. USA LG Chem Ltd. SOUK LG Electronics Inc. SOUK LG International Corp. SOUK Li and Fung Ltd. HONG Liberty Interactive Corp. USA Lincoln National Corp. USA Linde AG GERM Linear Technology Corp. USA Lixil Group Corp. JAPA Lloyds Banking Group PLC UK Loews Corp. USA L'Oreal S.A. FRAN Lowe's Companies Inc. USA Lukoil RUSS Luxottica Group S.p.A. ITAL M&T Bank Corp. USA Macquarie Group Ltd. AUSX Macy's Inc. USA Magna International Inc. CANA Man Group PLC UK MAN SE GERM Manpower Inc. USA Manulife Financial Corp. CANA Marathon Oil Corp. USA Marks and Spencer PLC UK Inc. USA Marsh & McLennan Companies Inc. USA Marubeni Corp. JAPA Marui Group Company Ltd. JAPA Marvell Technology Group Ltd. USA Masco Corp. USA Mattel Inc. USA Maxim Integrated Products Inc. USA Mazda Motor Corp. JAPA MBIA Inc. USA McDonald's Corp. USA McGraw-Hill Financial USA McKesson Corp. USA MeadWestvaco Corp. USA Medco Health Solutions Inc. USA Mediaset S.p.A. ITAL Mediobanca S.p.A. ITAL Mediolanum S.p.A. ITAL Medtronic Inc. USA Merck & Company Inc. USA Merck KGaA GERM Merrill Lynch and Company Inc. USA MetLife Inc. USA METRO AG GERM MGIC Investment Corp. USA MGM Resorts International USA Micron Technology Inc. USA Corp. USA MISC Bhd. MALA Mitsubishi Corp. JAPA Mitsubishi Electric Corp. JAPA Mitsubishi Estate Company Ltd. JAPA Mitsubishi Heavy Industries Ltd. JAPA Mitsubishi Materials Corp. JAPA Mitsubishi Motors Corp. JAPA Mitsubishi UFJ Financial Group Inc. JAPA Mitsui and Company Ltd. JAPA Mitsui Fudosan Company Ltd. JAPA Mitsui OSK Lines Ltd. JAPA Mizuho Financial Group Inc. JAPA Mohawk Industries Inc. USA MOL Group HUNG Molson Coors Co. USA Monsanto Co. USA Moody's Corp. USA Morgan Stanley USA Solutions Inc. USA MS and AD Insurance Group Holdings Inc. JAPA MTR Corporation Ltd. HONG Munchener Ruckversicherungs-Gesellschaft GERM Murata Company Ltd. JAPA Murphy Oil Corp. USA Nabors Industries Ltd. BERM Nan Ya Plastics Corp. TAIW Ltd. AUSX National Bank Financial Group CANA National Bank of CANA National Bank of S.A. GREE National Grid PLC UK National Oilwell Varco Inc. USA Natixis S.A. FRAN Corp. USA NCR Corp. USA NEC Corp. JAPA Neptune Orient Lines Ltd. SING Neste Oil Oyj FINL Nestle S.A. SWIT New World Development Company Ltd. HONG New York Community Bancorp Inc. USA Newell Rubbermaid Inc. USA Newmont Mining Corp. USA Corp. USA Nexen Inc. CANA NextEra Energy Inc. USA Nidec Corp. JAPA Nike Inc. USA Nikon Corp. JAPA Company Ltd. JAPA Nippon Express Company Ltd. JAPA Nippon Paper Group Inc. JAPA Nippon Steel and Sumitomo Metal Corp. JAPA Nippon Yusen KK JAPA Motor Company Ltd. JAPA Nitto Denko Corp. JAPA NKSJ Holdings Inc. JAPA Noble Corp. SWIT Nokia Oyj FINL Nomura Holdings Inc. JAPA Nordea Bank AB SWED Nordstrom Inc. USA Southern Corp. USA Norsk Hydro ASA NORW Networks Corp. CANA Northeast Utilities USA Northern Trust Corp. USA Northrop Grumman Corp. USA Novartis AG SWIT Novo Nordisk A/S DENM NSK Ltd. JAPA NTPC Ltd. INDI Nucor Corp. USA NVR Inc. USA Obayashi Corp. JAPA Occidental Petroleum Corp. USA Odakyu Electric Railway Company Ltd. JAPA Office Depot Inc. USA Oil and Gas Development Company Ltd. PAKI Oil and Corporation Ltd. INDI Oji Holdings Corp. JAPA Old Mutual PLC UK Olympus Corp. JAPA Omnicare Inc. USA Omnicom Group Inc. USA Omron Corp. JAPA OMV AG AUST Onex Corp. CANA Open Joint Stock Company Mining and Metallurgical Company NorilRUSS Oracle Corp. USA ORIX Corp. JAPA Orkla ASA NORW Osaka Gas Company Ltd. JAPA Oversea-Chinese Banking Corporation Ltd. SING Inc. USA Parker Hannifin Corp. USA Paychex Inc. USA Peabody Energy Corp. USA Pearson PLC UK Pepco Holdings Inc. USA PepsiCo Inc. USA Pernod Ricard S.A. FRAN UK PetroChina Company Ltd. CHIN Petroleo Brasileiro S.A. - BRAZ Pfizer Inc. USA PG&E Corp. USA Philippine Long Distance Telephone Co. PHIL An Insurance Company of China Ltd. CHIN Pioneer Natural Resources Co. USA Pirelli & C. S.p.A. ITAL Pitney Bowes Inc. USA Plum Creek Timber Company Inc. usa PNC Financial Services Group Inc. USA Popular Inc. USA Porsche Automobil Holding SE GERM Portugal Telecom SGPS S.A. PORT POSCO SOUK Posco Engineering and Construction Company Ltd. SOUK PostNL N.V. NETL Power Corporation Of Canada CANA PPG Industries Inc. USA PPL Corp. USA Praxair Inc. USA Precision Castparts Corp. USA Principal Financial Group Inc. USA Procter & Gamble Co. USA Progress Energy Resources Corp. CANA Progressive Corp. USA ProLogis USA Protective Corp. USA Prudential Financial Inc. USA Prudential PLC UK PTT Public Company Ltd. THAI Public Power Corporation S.A. GREE Public Service Enterprise Group Inc. USA Public Storage Inc. USA Publicis Groupe S.A. FRAN PulteGroup Inc. USA Qantas Airways Ltd. AUSX QBE Insurance Group Ltd. AUSX QUALCOMM Inc. USA Quanta Computer Inc. TAIW Quest Diagnostics Inc. USA R.R. Donnelley & Sons Co. USA Inc. USA Ralph Lauren Corp. USA Randstad Holding N.V. NETL Raytheon Co. USA Reckitt Benckiser Group PLC UK Reed Elsevier N.V. NETL Regions Financial Corp. USA Reliance Industries Ltd. INDI Renault S.A. FRAN Rentokil Initial PLC UK Repsol S.A. SPAI Resona Holdings Inc. JAPA REXAM PLC UK Reynolds American Inc. USA Ricoh Company Ltd. JAPA Rio Tinto PLC UK Corp. USA Inc. USA Rockwell Collins Inc. USA CANA Royal Bank of Group PLC UK Royal Caribbean Cruises Ltd. USA Royal Dutch Shell PLC NETL Royal KPN N.V. NETL RSA Insurance Group PLC UK RWE AG GERM SABMiller PLC UK Safeway Inc. USA Saint-Gobain Ltd. FRAN Electronics Company Ltd. SOUK Samsung Fire and Company Ltd. SOUK SanDisk Corp. USA AB SWED Sanofi S.A. FRAN Santos Ltd. AUSX Sanyo Electric Company Ltd. JAPA SAP AG GERM Sapporo Holdings Ltd. JAPA Sasol Ltd. SOUT Saudi Basic Industries Corp. SAUD Saudi Co. SAUD SCANA Corp. USA Scania AB SWED Schlumberger Ltd. USA Schneider Electric S.A. FRAN Schroders PLC UK Seagate Technology PLC IREL Sealed Air Corp. USA Holdings Corp. USA Secom Company Ltd. JAPA Securitas AB SWED Seiko Epson Corp. JAPA Sekisui House Ltd. JAPA USA Seven and I Holdings Company Ltd. JAPA Severn Trent PLC UK Severstal Joint Stock Co. RUSS Sharp Corp. JAPA Shikoku Electric Power Company Inc. JAPA Shimizu Corp. JAPA Shin Kong Financial Holdings Company Ltd. TAIW Shin-Etsu Chemical Company Ltd. JAPA Shiseido Company Ltd. JAPA Shizuoka Bank Ltd. JAPA Shoppers Drug Mart Corp. CANA Showa Denko KK JAPA Showa Shell Sekiyu KK JAPA Siemens AG GERM Simon Property Group Inc. USA Airlines Ltd. SING Singapore Telecommunications Ltd. SING Skanska AB SWED SLM Corp. USA SMBC Consumer Company Ltd. JAPA Smith International Inc. USA Smithfield Foods Inc. USA Smiths Group PLC UK Societe Generale S.A. FRAN Sodexo SA FRAN Softbank Corp. JAPA Sojitz Corp. JAPA Solvay S.A. BELG Corp. JAPA Southern Co. USA Co. USA Sprint Nextel Corp. USA SPX Corp. USA SSE PLC UK St. George Bank Ltd. AUSX St. Jude Medical Inc. USA Standard Chartered PLC UK Staples Inc. USA Corp. USA Starwood Hotels and Resorts Worldwide Inc. USA State Bank of India INDI State Street Corp. USA Statoil ASA NORW Steel Authority of India Ltd. INDI STMicroelectronics N.V. SWIT Stora Enso Oyj FINL Stryker Corp. USA Sumitomo Corp. JAPA Sumitomo Electric Industries Ltd. JAPA Sumitomo Heavy Industries Ltd. JAPA Sumitomo Metal Mining Company Ltd. JAPA Sumitomo Mitsui Banking Corp. JAPA Sun Hung Kai Properties Ltd. HONG Sun Life Financial Inc. CANA Suncor Energy Inc. CANA Suncorp-Metway Ltd. AUSX Sunoco Inc. USA SunTrust Banks Inc. USA SUPERVALU Inc. USA Surgutneftegaz Joint Stock Co. RUSS Suzuki Motor Corp. JAPA Svenska Handelsbanken AB SWED Swedbank AB SWED Swire Pacific Ltd. HONG Swiss Life Holding AG SWIT SWISS RE SWIT Swisscom AG SWIT Symantec Corp. USA Syngenta International AG SWIT Synovus Financial Corp. USA SYNTHES Inc. SWIT SYSCO Corp. USA T and D Holdings Inc. JAPA T. Rowe Price Group Inc. USA Taiheiyo Cement Corp. JAPA Taisei Corp. JAPA Semiconductor Manufacturing Company Ltd. TAIW Takashimaya Company Ltd. JAPA Takeda Pharmaceutical Company Ltd. JAPA Talisman Energy Inc. CANA Target Corp. USA Tata Consultancy Services INDI Tata Motors Ltd. INDI Tata Steel International ITAL Tate and Lyle PLC UK Tatneft Joint Stock Co. RUSS TDC A/S DENM TDK Corp. JAPA Technip S.A. FRAN Ltd. CANA Teijin Ltd. JAPA Tele2 AB SWED Telecom Corporation of Ltd. NEW Telecom Italia S.p.A. ITAL Telefonaktiebolaget L M Ericsson SWED Telefonica S.A. SPAI Telekom AG AUST Telekom Bhd. MALA Telenor ASA NORW TeliaSonera AB SWED Telstra Corporation Ltd. AUSX Corp. CANA Temple-Inland Inc. USA Tenaga Nasional Bhd. MALA Tenet Healthcare Corp. USA Terex Corp. USA Ternium S.A. LUXE PLC UK Tesoro Corp. USA Teva Pharmaceutical Industries Ltd. ISRA Instruments Inc. USA Inc. USA Thai Oil PCL THAI Thales Group FRAN The AES Corp. USA The Co. USA The Chugoku Electric Power Company Inc. JAPA The Furukawa Electric Company Ltd. JAPA The Goodyear Tire and Rubber Co. USA The Great Atlantic and Pacific Tea Company Inc. USA Inc. USA The Sherwin-Williams Co. USA The Siam Cement PCL THAI The SWATCH Group Ltd. SWIT The Travelers Companies Inc. USA The Walt Disney Co. USA Co. USA Thermo Inc. USA Thomson Corp. USA ThyssenKrupp AG GERM Time Warner Inc. USA TJX Companies Inc. USA Tobu Railway Company Ltd. JAPA Tohoku Electric Power Company Inc. JAPA Tokio Marine Holdings Inc. JAPA Tokyo Electric Power Company Inc. JAPA Tokyo Electron Ltd. JAPA Tokyo Gas Company Ltd. JAPA Tokyu Corp. JAPA Inc. USA Tomkins PLC UK Toppan Printing Company Ltd. JAPA Toray Industries Inc. JAPA Torchmark Corp. USA Toronto-Dominion Bank CANA Toshiba Corp. JAPA Total S.A. FRAN Industries Corp. JAPA Toyota Motor Corp. JAPA Toyota Tsusho Corp. JAPA TransCanada Corp. CANA Transocean Ltd. SWIT Tribune Co. USA TRW Automotive Holdings Corp. USA TUI AG GERM Tupras Turkiye Petrol Rafinerileri A.S. TURK Tyco International Ltd. SWIT Tyson Foods Inc. USA U.S. Bancorp USA UBS AG SWIT UCB S.A./NV BELG UniCredit S.p.A. ITAL PLC UK Union Pacific Corp. USA United Continental Holdings Inc. USA United Overseas Bank Ltd. SING Inc. USA Steel Corp. USA United Technologies Corp. USA United Utilities Group PLC UK UnitedHealth Group Inc. USA Univision Communications Inc. USA Unum Group USA Uny Group Holdings Company Ltd. JAPA UPM-Kymmene Corp. FINL Valeo S.A. FRAN Valero Energy Corp. USA Veolia Environnement S.A. FRAN VERBUND Austrian Thermal Power GmbH and Company KG AUST Verizon Communications Inc. USA VF Corp. USA Viacom Inc. USA VINCI S.A. FRAN Virgin Money PLC UK Visteon Corp. USA S.A. FRAN Vodafone Group PLC UK AG GERM Vornado Realty Trust USA Materials Co. USA W.R. Berkley Corp. USA W.W. Grainger Inc. USA Walgreen Co. USA Wal-Mart Stores Inc. USA Management Inc. USA Weatherford International Ltd. SWIT WellPoint Inc. USA Wells Fargo & Co. USA Wesfarmers Ltd. AUSX West Japan Railway Co. JAPA Banking Corp. AUSX Weyerhaeuser Co. USA Whirlpool Corp. USA Whitbread Group PLC UK William Hill PLC UK Williams Companies Inc. USA Willis Group Ltd. UK Wipro Ltd. INDI Energy Corp. USA Wm Morrison Supermarkets PLC UK Wolseley PLC SWIT Wolters Kluwer N.V. NETL Woodside Petroleum Ltd. AUSX Woolworths Ltd. AUSX Woori Finance Holdings Company Ltd. SOUK WPP Group PLC UK Inc. USA Xerox Corp. USA XL Capital Ltd. BERM Xstrata PLC SWIT XTO Energy Inc. USA Yamada Denki Company Ltd. JAPA Yamaha Corp. JAPA Yamato Holdings Company Ltd. JAPA Yum! Brands Inc. USA Zimmer Holdings Inc. USA Zions Bancorp. USA Financial Services Group SWIT Company Histories Company Name "HOLDERBANK" FINANCIÈE GLARIS LTD. @radical.media 155 East Tropicana, LLC 1-800-FLOWERS.COM, Inc. 1-800-GOT-JUNK? 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Yunus Brothers Group YWCA of the U.S.A. Z Gallerie, Inc. Zabar's and Company Inc. Zachary Confections, Inc. Zachry Group, Inc. Zacky Farms LLC Zagat Survey, LLC ZAGG Inc. Zain Zaklady Azotowe Pulawy S.A. Zale Corporation Zambia Sugar Plc Zaner-Bloser, Inc. Zanett, Inc. ZAP Jonway (Santa Rosa, California) Zapata Corporation Zapf Creation AG Zappos.com, Inc. Zara International, Inc. Zarlink Semiconductor Inc. Zaro Bake Shop Inc. Zatarain's, Inc. Zaxby's Franchising, Inc. Zayo Group, LLC Zebra Technologies Corporation Zed Group Zenith Electronics Corporation ZenithOptimedia Ltd. Zentiva N.V./Zentiva, a.s. Zep Inc. Zero Corporation ZERO Corporation Zespri Group Ltd. ZF Electronics Systems Pleasant Prairie LLC ZF Friedrichshafen AG ZF Wind Power Antwerpen NV Zhejiang Medicine Company Ltd. Zhongpin Inc. Ziebart International Corporation Ziff Communications Company Ziff Davis Media Inc. Zijin Mining Group Co., Ltd. Zila, Inc. Zillow, Inc. ZiLOG, Inc. Ziment Group Inc. Zimmer Holdings, Inc. Zindart Ltd. Zingerman's Community of Businesses Zinifex Ltd. Zions Bancorporation Zipcar, Inc. Zippo Manufacturing Company Zodiac Aerospace S.A. Zogby International, Inc. Zojirushi Corporation ZOLL Medical Corporation Zoltek Companies, Inc. Zomba Records Ltd. Zondervan Corporation Zones, Inc. LLC Zoological Society of Philadelphia Zoological Society of San Diego Zoom Technologies, Inc. Zorlu Holding A.S. Zpizza International Inc. Zuffa L.L.C. Zulily, Inc. Zumiez, Inc. Zumtobel AG Zurich Financial Services Zurich Financial Services Zweigle's Inc. Zygo Corporation Zylog Systems Ltd. Zynga Inc. 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Pakistan United States United States United States United States United States United States United States United States Kuwait Poland United States Zambia United States United States United States United States Germany United States Spain Canada United States United States United States United States United States Spain United States United Kingdom Czech Republic United States United States United States New Zealand United States Germany Belgium China China United States United States United States China United States United States United States United States United States China United States Australia United States United States United States France United States Japan United States United States United Kingdom United States United States United States United States United States United States Turkey United States United States United States United States Austria Switzerland Switzerland United States United States India United States Country Profiles Country Name Company Profiles in Business Insights: Global 30 Albania 36 Algeria 219 Andorra 7 Angola 69 and Barbuda 16 Argentina 5580 Armenia 71 Australia 2197 Austria 1238 Azerbaijan 95 Bahamas 85 Bahrain 289 Bangladesh 204 Barbados 83 Belarus 317 Belgium 1803 Belize 39 Benin 49 Bhutan 31 Bolivia 492 41 Botswana 164 Brazil 8054 Brunei Darussalam 95 271 Burkina Faso 66 Burundi 21 Cambodia 44 Cameroon 102 Canada 9417 Cape Verde 34 Central African Republic 24 Chad 35 Chile 2153 China 6000 Colombia 2948 Comoros 6 Dem. Rep. of the Congo 37 Congo 30 177 Cote d'Ivoire 149 Croatia 225 Cuba 41 Cyprus 243 Czech Republic 1294 Denmark 1679 Djibouti 8 Dominica 13 126 Ecuador 339 Egypt 752 El Salvador 168 Equatorial Guinea 7 Eritrea 6 Estonia 173 Ethiopia 165 Fiji 22 Finland 1099 France 9031 Gabon 71 Gambia 45 Georgia 85 Germany 11793 253 Greece 620 Grenada 17 Guatemala 414 Guinea 34 Guinea-Bissau 9 Guyana 58 Haiti 15 Honduras 214 Hungary 1099 Iceland 126 India 9764 Indonesia 812 Iran (Islamic Republic of) 194 161 Ireland 961 Israel 875 Italy 2509 Jamaica 133 Japan 6153 Jordan 437 Kazakhstan 197 Kenya 402 Kiribati 14 Kuwait 695 45 People's Dem. Rep. 19 175 Lebanon 346 Lesotho 34 Liberia 22 Libyan Arab Jamahiriya 114 Liechtenstein 35 Lithuania 163 LuxembourgThe Former Yugoslav Rep. of 226 Macedonia 66 66 69 Malaysia 1877 15 Mali 56 Malta 69 Marshall Islands 5 Mauritania 38 Mauritius 246 MexicoMicronesia, Federated 16341 States of 3 Republic of Moldova 79 Monaco 36 Mongolia 52 Montenegro 34 Morocco 303 192 33 Namibia 121 Nauru 2 Nepal 91 Netherlands 2817 New Zealand 531 Nicaragua 152 Niger 37 Nigeria 601 Korea, Dem. People's Rep. 19 Norway 1435 Oman 498 Pakistan 397 Palau 3 Panama 232 Papua New Guinea 116 Paraguay 224 Peru 1083 Philippines 807 Poland 1525 Portugal 1009 Qatar 319 Romania 464 Russian Federation 2036 Rwanda 27 Saint Kitts and Nevis 9 SaintSt. Vincent Lucia and the 34 Grenadines 16 Samoa 15 San Marino 6 Sao Tome and Principe 19 Saudi Arabia 1403 Senegal 9 116 45 Sierra Leone 46 Singapore 1989 Slovakia 415 Slovenia 321 Solomon Islands 14 8 South Africa 2234 Korea, Republic of 1273 South Sudan 0 Spain 2869 Sri Lanka 161 Sudan 111 Suriname 36 Swaziland 58 Sweden 1983 Switzerland 2544 Syrian Arab Republic 227 Tajikistan 33 United Rep. of Tanzania 144 Thailand 986 Timor-Leste 8 Togo 59 Tonga 13 Trinidad and Tobago 136 Tunisia 490 Turkey 766 24 Tuvalu 5 Uganda 165 Ukraine 718 United Arab Emirates 1619 United Kingdom 14460 United States 261785 Uruguay 318 Uzbekistan 100 Vanuatu 7 Venezuela 972 Viet Nam 631 Yemen 131 Zambia 140 Zimbabwe 250 Country Profiles Economist Country ReportDun & Bradstreet Country ReportsGale Country Overview Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

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Aeroflot-Russian International Airlines AES Corp. Aetna Inc. AFC Enterprises Inc. AFL-CIO AFLAC Inc. Birds Eye Foods, Inc. Agway Inc. Air Products and Chemicals Inc. Airbus Industrie Aisin Seiki Company Ltd. Ajinomoto Company Inc. AK Steel Holding Corp. Akzo Nobel NV Inc. Alberto-Culver Co. Alcan Inc. Alcatel Alcoa Inc. Alfa Laval AB Alfa S.A. de C.V. Alitalia - Linee Aeree Italiane S.p.A. All Nippon Airways Company Ltd. Allegheny Energy Inc. Allegheny Technologies Inc. Allergan Inc. Alliant Techsystems Inc. Allianz AG Holding Allied Waste Industries Inc. Allstate Corp. ALLTEL Corp. Jarden Corp. ALPS Electric Company Ltd. Altera Corp. Amazon.com Inc. Amcor Ltd. Fujitsu Computer Systems Corp. AMEC PLC Hess Corp. America Online Inc. American Eagle Outfitters Inc. American Electric Power American Express Co. American Financial Group Inc. AIG American General American Greetings Corp. Wyeth American International Group Inc. American Power Conversion Corp. American Standard Co. American Woodmark Corp. Gerdau AmeriSteel Corp. AMETEK Inc. Amgen Inc. AMR Corp. AMREP Corp. Amway Corp. Anadarko Petroleum Corp. Analog Devices Inc. Andersons Inc. Anglo American plc Anheuser-Busch Companies Inc. AnnTaylor Stores Corp. Aon Corp. APL Ltd. Apogee Enterprises Inc. Apple Computer Inc. Applebee's International Inc. Applied Materials Inc. Actuant Corp. ARAMARK Corp. Arby's Restaurant Group Inc. Arch Coal Inc. Archer Daniels Midland Co. Archway Cookies, Inc. Arden Group Inc. Armstrong World Industries Inc. Arnoldo Mondadori Editore S.p.A. Art Van Furniture Inc. Artesyn Technologies Inc. Asahi Breweries Ltd. Asahi Glass Company Ltd. Asarco Inc. ASDA Group Ltd. Ashland Inc. Assicurazioni Generali SpA Associated British Foods PLC Associated Grocers Inc. Associated Press AstraZeneca plc AT&T Inc. Cingular Wireless L.L.C. Atlas Copco AB Australia and New Zealand Banking Group Ltd. Automatic Data Processing Inc. AutoZone Inc. Sanofi-Aventis Avery Dennison Corp. Avis Inc. Avon Products Inc. AXA Financial Inc. AXA SA Axel Johnson AB B. Dalton Bookseller Inc. B/E Aerospace Inc. BAA plc BAE Systems plc Baker Hughes Inc. Baldor Electric Co. Ball Corp. Bally Total Fitness Holding Corp. Baltimore Gas and Electric Co. Banana Republic Banca di Roma S.p.A. Banco Bilbao Vizcaya Argentaria SA Banco do Brasil SA Banco Itau SA Banco Santander Central Hispano SA Bandag Inc. Bank of America Corp. Bank Austria AG BMO Financial Group Bank of New York Company Inc. Bank Of Nova Scotia Bank of Scotland Bank of Tokyo-Mitsubishi Ltd. BNP Paribas Barclays PLC Barloworld Ltd. Barnes and Noble Inc. Barney's Inc. Barry Callebaut AG BASF AG InterContinental Hotels Group PLC Bassett Furniture Industries Inc. Bausch and Lomb Inc. Baxter International Inc. Bayer AG HVB Group Bayerische Motoren Werke AG Bayou Steel Corp. BCE Inc. Bear Stearns Companies Inc. BeautiControl Inc. bebe stores inc. Bechtel Corp. Becton, Dickinson and Co. Bed Bath and Beyond Inc. Beech-Nut Nutrition Corp. Belden CDT Inc. Belk Inc. Bell and Howell Co. BellSouth Corp. A.H. Belo Corp. Bemis Company Inc. Ben and Jerry's Homemade Inc. Berkshire Hathaway Inc. Berlitz International Inc. Berry Plastics Corp. Bertelsmann AG Best Buy Company Inc. BET Holdings Inc. Goodrich Corp. BG Group PLC Balfour Beatty plc Vertis Inc. Bissell Inc. Black and Decker Corp. Blair Corp. Blockbuster Inc. Bloomberg L.P. Blue Bell Creameries L.P. BMC Software Inc. The BOC Group PLC Boeing Co. Bombardier Inc. Bombay Company Inc. Bon Marche Inc. Bon Secours Health System Inc. Bon-Ton Stores Inc. Bonneville International Corp. Booker Cash & Carry Ltd. Booth Creek Ski Holdings Inc. Plc Boral Ltd. Borden Chemical Inc. Borders Group Inc. Boscov's Department Store, Inc. Bose Corp. Boston Basketball Partners L.L.C. Bouygues SA BP plc Bradford and Bingley plc Bridgestone Corp. Briggs and Stratton Corp. Bright Horizons Family Solutions Inc. Bristol-Myers Squibb Co. British Airways PLC British American Tobacco plc British Broadcasting Corp. British Telecommunications PLC British Vita PLC Cincinnati Bell Inc. BHP Billiton Ltd. Brown-Forman Corp. Brown Shoe Company Inc. Bruno's Supermarkets Brunswick Corp. Burlington Northern Santa Fe Corp. Cable and Wireless PLC Enterasys Networks Inc. Cablevision Systems Corp. Cabot Corp. Cache Inc. CACI International Inc. Cadbury Schweppes PLC Cadence Design Systems Inc. Callaway Golf Co. Campbell Soup Co. Canadian Broadcasting Corp. Canadian Imperial Bank of Commerce Canadian National Railway System Canadian Tire Corporation Ltd. Canal Candie's, Inc. Canon Inc. Capital One Financial Corp. Caraustar Inc. Cardinal Health Inc. Cargill Inc. Carhartt Inc. Caribou Coffee Company Inc. Carlisle Companies Inc. Carlsberg A/S Carlson Companies Inc. Carnival Corp. Progress Energy, Inc. CARQUEST Corp. Carrefour SA MedPointe Inc. Cartier SA Casey's General Stores Inc. Casio Computer Company Ltd. Caterpillar Inc. Cathay Pacific Airways Ltd. CB Richard Ellis Services Inc. CBS Television Network CEC Entertainment, Inc. Celadon Group Inc. Cendant Corp. Cenex Harvest States Centex Corp. Centrica plc Centros Comerciales Carrefour S.A. Ceridian Corp. Cetelem Aviva plc Chadwick's of Boston Ltd. The Charles Schwab Corp. Chart Industries Inc. J.P. Morgan Chase & Co. Chelsea Milling Co. Chesapeake Corp. Cheung Kong (Holdings) Ltd. Chevron Corp. Chicken of the Sea International China Eastern Airlines Co. Ltd. Chinese Petroleum Corp. Chiquita Brands International Inc. Christian Dior SA Chubb Corp. Chubu Electric Power Co. Inc. Chugoku Electric Power Co. Inc. Chuo Mitsui Trust and Banking Company Ltd. Church and Dwight Co. Churchill Downs Inc. Cie. de Saint Gobain Ciena Corp. CIGNA Corp. Cincinnati Financial Corp. CINergy Corp. Cintas Corp. ACMI Corp. Circuit City Stores Inc. Cirque du Soleil Inc. Cisco Systems Inc. Citgo Petroleum Corp. CITIC Pacific Ltd. Citigroup Inc. Citizen Watch Company Ltd. Citizens Communications Inc. CKE Restaurants Inc. ClickSoftware Inc. The Clorox Co. Club Mediterranee SA CNA Financial Corp. Coal India Ltd. Coats plc Cobham plc Coca-Cola Co. Cockerill Sambre SA Coherent Inc. Colas S.A. Coldwater Creek Inc. Coleman Co. Coles Myer Ltd. Colgate-Palmolive Co. Columbia Sportswear Co. Comcast Corp. Commerzbank AG Compagnie de Saint-Gobain SA Covansys Inc. Computer Associates International Inc. Computer Sciences Corp. Compuware Corp. ConAgra Inc. Conde Nast Publications The Connell Co. ConocoPhillips Co. Conseco Inc. Conso International Corp. Consolidated Edison Co. of New York Inc. Stora Enso North American Corp. Continental AG Continental Airlines Inc. Converse Inc. Cooper Industries Inc. Cooper Tire and Rubber Co. Molson Coors Brewing Co. Corbis Corp. Cordis Corp. Corel Corp. Corning Inc. Correctional Services Corp. Corus Group plc Cosmo Oil Company Ltd. Costco Wholesale Coudert Brothers Countrywide Financial Corp. Covance Inc. Cox Enterprises Inc. Crane Co. Credit Agricole Credit Lyonnais Credit Suisse Group Crestline Capital Corp. CRH plc Crompton Corp. Crown Central Petroleum Corp. Crown & Seal Co. Cruise America Inc. CSR Ltd. CSX Corp. Cubic Corp. Culp Inc. Cummins, Inc. CVS Corp. Simon Worldwide Inc. Daewoo International Corp. D'Agostino Supermarkets Inc. Dai Nippon Printing Co. Ltd. Daido Steel Company Ltd. Daiei Inc. Daihatsu Motor Company Ltd. Daikin Industries Ltd. Daily Mail and General Trust PLC DaimlerChrysler AG Dairy Farmers of America Inc. Daiwa Bank Ltd. Daiwa Securities Group Inc. Dallas Semiconductor Corp. Dana Corp. Danaher Corp. Dassault Aviation Interactive Data Corp. Day and Zimmermann Inc. KDDI Corp. De Beers Consolidated Mines Ltd./De Beers Centenary AG De Vere Group PLC Dean Foods Co. Edward J. DeBartolo Corp. Deere and Co. Degussa AG Del Monte Foods Co. Delaware North Companies Inc. Delia's Inc. Dell Inc. Deloitte Touche Tohmatsu Delta Air Lines Inc. Delta Woodside Industries Inc. Deluxe Corp. Den Norske Stats Oljeselskap AS Denso Corp. Dentsu Inc. DePuy Inc. Detroit Edison Co. Deutsche Bahn AG Deutsche Bank AG Deutsche Lufthansa AG Deutsche Telekom AG DeVry Inc. Diageo plc Dial Corp. Diebold Inc. Digi International Inc. Dillard's Inc. Walt Disney Co. Dixons Group plc Do It Best Corp. Dole Food Company Inc. Dominion Homes Inc. Dominion Resources Inc. Domino's Pizza L.L.C. Domtar Inc. Donna Karan International Inc. R.R. Donnelley and Sons Co. Dover Corp. Dow Chemical Company Dow Jones and Company Inc. D.R. Horton Inc. Dr Pepper/Seven-Up, Inc. Dresdner Bank AG Dresser, Inc. DSM NV E. I. du Pont de Nemours and Co. Duane Reade Holding Corp. Ducati Motor Holding S.p.A. Ducommun Inc. Duke Energy Corp. D&B EaglePicher Corp. East Japan Railway Co. Eastman Chemical Co. Eastman Kodak Co. Eaton Corp. eBay Inc. Eckerd Corp. Ecolab Inc. Edeka Zentrale AG Edison International Edward Jones Edwards Brothers Inc. A.G. Edwards Inc. Einstein/Noah Bagel Corp. eircom Group PLC El Chico Restaurants Inc. El Corte Ingles SA El Paso Electric Co. Electrabel SA Electronic Data Systems Corp. Elementis plc Reed Elsevier NV Embers America Restaurants EMC Corp. EMCOR Group Inc. Emerson Electric Co. EMS Technologies Inc. Encyclopaedia Britannica Inc. Endesa S.A. Energen Corp. Eni SpA Ennis Business Forms Inc. ENSCO International Inc. Entergy Corp. ValleyCrest Companies E.On AG Equifax Inc. Ernest and Julio Gallo Winery Ernst and Young International Escalade Inc. Esprit de Corp. Essilor International S.A. Estee Lauder Companies Inc. Ethyl Corp. E@TRADE Group Inc. Euromarket Designs Inc. European Aeronautic Defense and Space Co. The Eurotunnel PLC Evans and Sutherland Computer Corp. Express Scripts Inc. Exxon Mobil Corp. Fairchild Semiconductor International Fannie Mae Fansteel Inc. Fanuc Ltd. Federated Department Stores Inc. FedEx Corp. Ferro Corp. Fiat SpA Fielmann AG Finish Line Inc. First Data Corp. Wachovia Corp. FirstEnergy Corp. Fleetwood Enterprises Inc. Fleming Companies Inc. FlightSafety International Inc. Fluor Corp. Flying J Inc. FMC Corp. FNAC Delhaize America, Inc. Forbes Inc. Ford Motor Co. Foremost Farms USA Cooperative Forest Oil Corp. Forstmann Little and Co. Fortum Corp. Fortune Brands Inc. Foster Wheeler Corp. Foster's Group Ltd. Four Seasons Hotels Inc. FPL Group Inc. Framatome ANP France Telecom Group Franklin Resources Inc. Frank's Nursery and Crafts Inc. Franz Haniel and Cie. GmbH Fred Meyer Stores, Inc. Pierre Foods Inc. Friendly Ice Cream Corp. Fruit of the Loom Inc. Fubu Fuji Electric Company Ltd. Fuji Photo Film Company Ltd. Fujitsu Ltd. H B Fuller Co. Furniture Brands International Inc. Furukawa Electric Company Ltd. Gabelli Asset Management Gallaher Group plc Gannett Co. Inc. The Gap Inc. Gartner, Inc. Gateway Inc. Gehl Co. GenCorp Inc. Genentech Inc. General Dynamics Corp. General Electric Co. General Mills Inc. General Motors Corp. General Nutrition Companies, Inc. General Re Genuine Parts Co. George Weston Ltd. Georgia Gulf Corp. Georgia-Pacific Corp. Gerber Products Co. Ghirardelli Chocolate Co. G.I. Joe's Inc. Giant Food Inc. Giddings & Lewis Inc. Gillette Co. GKN plc GlaxoSmithkline Goldman Sachs Group Inc. Goodman Fielder Ltd. Goodyear Tire and Rubber Co. W.R. Grace and Co. Graco Inc. W.W. Grainger Inc. Grameen Bank Granada PLC Great Atlantic and Pacific Tea Company Inc. Chemtura Corp. Green Bay Packers Inc. Greenbrier Companies Inc. Greene King plc Grey Group Inc. Groupe Bull SA Groupe Danone Groupe Lactalis Groupe Rougier SA Sidel SA Groupo Cuervo, S.A. de C.V. Grubb and Ellis Co. Gruma, S.A. de C.V. Grupo Bimbo, S.A. de C.V. Grupo Carso SA de CV Grupo Financiero Serfin, S.A. de C.V. Grupo Modelo, S.A. de C.V. Atari Inc. Gucci Group N.V. Guidant Corp. Guilford Mills Inc. Halliburton Co. Hallmark Cards Inc. Hammacher Schlemmer Inc. Hankyu Corp. Hansen Natural Corp. Hanson PLC Happy Kids Inc. Harland and Wolff Holdings PLC Harley-Davidson Inc. Joy Global Inc. Harpo Entertainment Group Harrah's Entertainment Inc. Harris Corp. Harsco Corp. Hartmarx Corp. Hasbro Inc. Havas Inc. Haworth Inc. HCA Inc. HEALTHSOUTH Corp. The Hearst Corp. Heico Corp. Heineken N.V. H.J. Heinz Co. Heinz Wattie's Australasia Helmsley Enterprises Inc. Henkel KGaA Hennes and Mauritz AB Henry Schein Inc. The Hershey Co. Hertz Corp. Hewitt Associates L.L.C. Hewlett-Packard Co. Hildebrandt International Premier Foods plc Hilton Hotels Corp. Hino Motors Ltd. Hitachi Ltd. Holcim Ltd. Hollinger Inc. Holmen AB Holcim Inc. Holophane Corp. Home Box Office Home Depot Inc. Honda Motor Co. Ltd. Honeywell International Inc. The Hongkong Electric Co. Ltd. Hongkong Land Holdings Ltd. Hormel Foods Corp. HSBC Holdings plc Hubbell Inc. Huffy Corp. Hughes Electronics Corp. Humana Inc. Hunt Oil Co. Hutchison Whampoa Ltd. Hyatt Corp. Hydro-Quebec Hyundai Corp. Iberia Lineas Aereas de Espana SA Valeant Pharmaceuticals International IKON Office Solutions Inc. IKEA International A/S Illinois Tool Works Inc. Mosaic Co. IMERYS SA IMI plc Imperial Oil Ltd. Inchcape PLC Inco Ltd. Mizuho Financial Group, Inc. Ascential Software Corp. ING Groep NV Ingersoll-Rand Co. Borland Software Corp. Input/Output Inc. Intel Corp. InBev NV/SA Interface Inc. Intergraph Corp. International Business Machines Corp. International Dairy Queen Inc. International Data Group Inc. International Flavors and Fragrances Inc. International Paper Co. International Rectifier Corp. International Speedway Corp. Interpublic Group of Companies Inc. Interscope Music Group IOMEGA Corp. IPC Media Ltd. Ishikawajima-Harima Heavy Industries Company Ltd. Mittal Steel Co. N.V. Isuzu Motors Ltd. Ito-Yokado Company Ltd. Itochu Corp. Itoham Foods Inc. ITT Industries Casual Male Retail Group Inc. Epoch Holding Corp. Jaco Electronics Inc. Japan Airlines Corp. Japan Tobacco Inc. Jardine Matheson Holdings Ltd. J.C. Penney Company Inc. JD Wetherspoon plc Jefferson-Pilot Corp. Smurfit Kappa Group Jennifer Convertibles Inc. Jenny Craig Inc. Jockey International Inc. John Fairfax Holdings Ltd. John Hancock Financial Services Inc. John Menzies PLC Nuveen Investments, Inc. Johnson Controls Inc. Johnson and Johnson S.C. Johnson and Son Inc. Jones Apparel Group Inc. Jostens Inc. Journal Register Co. Juno Lighting Inc. Aeon Co., Ltd. Justin Brands K and G Men's Center Inc. K-tel International Inc. Kajima Corp. Kanematsu Corp. Kansai Electric Power Company Inc. Kao Corp. KarstadtQuelle AG Metro Group Kawasaki Heavy Industries Ltd. Kawasaki Kisen Kaisha Ltd. JFE Steel Corp. Kellogg Co. Kellwood Co. Kenwood Corp. Kesko Oyj KeyCorp KFC Corp. Kia Motors Corp. Peter Kiewit Sons' Inc. Kimberly-Clark Corp. King Arthur Flour Inc. Kinki Nippon Railway Company Ltd. Kirin Brewery Company Ltd. Klockner-Werke AG Kmart Corp. Knight-Ridder Kobe Steel Ltd. Koc Holding AS Koch Industries Inc. Kohlberg Kravis Roberts and Co. Kohler Co. Kohl's Corp. Komatsu Ltd. Konica Minolta Holdings, Inc. Koninklijke Ahold NV Koninklijke Luchtvaart Maatschappij NV Royal KPN N.V. Koor Industries Ltd. KPMG Peat Marwick Krispy Kreme Doughnuts Inc. Kroger Co. Kubota Corp. Kumagai Gumi Co. Ltd. Kyocera Corp. Kyowa Hakko Kogyo Company Ltd. Kyushu Electric Power Company Inc. L.A. Gear Inc. Labatt Brewing Company Ltd. Labor Ready Inc. Ladish Company Inc. Lafarge S.A. L'Air Liquide SA Lam Research Corp. Lan Chile S.A. Lancer Corp. Land O'Lakes Inc. Lands' End Inc. Eni Lasmo PLC Layne Christensen Co. Lazare Kaplan International Inc. Legal and General Group PLC Leggett and Platt Inc. Legrand SA Lehman Brothers Holdings Inc. Lend Lease Corporation Ltd. Lennar Corp. LESCO Inc. Levi Strauss and Co. LG Electronics Inc. Eli Lilly and Co. Limited Brands Inc. Lincoln National Corp. Lindal Cedar Homes, Inc. Linde AG Linear Technology Corp. Liz Claiborne Inc. Lloyds TSB Group PLC Lockheed Martin Corp. Henkel Loctite Corp. Alderwoods Group Inc. Loews Corp. Longs Drug Stores Corp. Longview Fibre Co. Lonmin plc Loral Space and Communications Ltd. Lotus Development Corp. Louisiana-Pacific Corp. Lowe's Companies Inc. LSI Logic Corp. Lubrizol Corp. Lucent Technologies Inc. LVMH Moet Hennessy Louis Vuitton SA Lyondell Chemical Co. MacAndrews and Forbes Holdings Inc. R.H. Macy and Co. Malaysian Airlines System Bhd. Mallinckrodt Group Inc. Man AG Manchester United Football Club plc R.A.B. Food Group, LLC Manpower Inc. Marconi plc Marcus Corp. MarineMax Inc. Marks and Spencer PLC Marriott International Inc. Mars Inc. Marsh and McLennan Companies Inc. Martha Stewart Living Omnimedia Inc. Marubeni Corp. Marui Company Ltd. Marvel Entertainment Group Inc. Mary Kay Holding Corp. Masco Corp. Massachusetts Mutual Life Insurance Co. MasTec Inc. Matsushita Electric Industrial Co., Ltd. Mattel Inc. Max and Erma's Restaurants Inc. Maxim Integrated Products Inc. Maxwell Shoe Company Inc. MAXXAM Inc. May Department Stores Co. Mazda Motor Corp. MBNA Corp. McCormick and Company Inc. McDermott International Inc. McDonald's Corp. McGraw-Hill Companies Inc. MCI, Inc. McKee Foods Corp. McKesson Corp. McKinsey and Company Inc. MDU Resources Group Inc. MeadWestvaco Corp. Medtronic Inc. Meiji Yasuda Life Insurance Co. Melaleuca Inc. MEPC PLC Merck and Company Inc. Medco Health Solutions Inc. T-Mobile (UK) MeriStar Hospitality Corp. Merrill Lynch and Company Inc. Metropolitan Life Insurance Co. Metso Corp. Mettler-Toledo International Inc. MG Technologie AG Compagnie Generale des Etablissements Michelin Micron Technology Inc. Microsoft Corp. MidAmerican Energy Holdings Co. Migros Genossenschafts-Bund Millennium Chemicals Inc. Herman Miller Inc. Milliken and Co. Milton Bradley Co. Mine Safety Appliances Co. Minnesota Mining and Manufacturing Co. Mitsubishi Chemical Corp. Mitsubishi Corp. Mitsubishi Electric Corp. Mitsubishi Estate Company Ltd. Mitsubishi Heavy Industries Ltd. Mitsubishi Materials Corp. Mitsubishi Motors Corp. Mitsubishi Oil Company Ltd. Mitsubishi UFJ Financial Group Inc. Mitsui Fudosan Company Ltd. Mitsui Mutual Life Insurance Co. Mitsui O.S.K. Lines Ltd. Mitsui & Co., Ltd. Mitsukoshi Ltd. Mohawk Industries Inc. Molex Inc. Monaco Coach Corp. Monadnock Paper Mills Inc. Edison SpA MONY Life Insurance Co. Morgan Stanley Dean Witter and Co. Motorola Inc. Mueller Industries Inc. Munchener Ruckversicherungs-Gesellschaft AG Murphy Oil Corp. Mycogen Corp. Myers Industries Inc. Kraft Foods Inc. Nabors Industries Inc. National Amusements Inc. National Australia Bank Ltd. National Geographic Society International Power plc Navistar International Corp. NBTY Inc. National Cash Register Co. NEC Corp. Nestle SA New England Life Insurance Co. New World Development Co. Ltd. New York Life Insurance Co. New York Stock Exchange New York Times Co. Newell Rubbermaid Inc. Newmont Mining Corp. Northrop Grumman Newport News The News Corp., Ltd. Nichimen Corp. Nike Inc. Nikko Cordial Corp. Nintendo Company Ltd. Aozora Bank Ltd. Nippon Express Company Ltd. Nippon Hoso Kyokai Nippon Life Insurance Co. Nippon Light Metal Company Ltd. Nippon Meat Packers Inc. Nippon Paper Group, Inc. UFJ NICOS Co., Ltd. Nippon Steel Corp. Nippon Telegraph and Telephone Corp. Nippon Yusen Kabushiki Kaisha Nissan Motor Company Ltd. Sojitz Corp. JFE Holdings, Inc. Nokia Corp. Nomura Holdings, Inc. Noranda Inc. Nordstrom Inc. Norfolk Southern Corp. Norinchukin Bank Norsk Hydro AS Northern Foods Ltd. Northrop Grumman Corp. Northwest Airlines Corp. Northwestern Mutual Life Insurance Co. Novartis AG Novell Inc. Novo Nordisk AS Nucor Corp. Obayashi Corp. Occidental Petroleum Corp. Ocean Spray Cranberries Inc. O'Charley's Inc. Odakyu Electric Railway Co. Ltd. Office Depot Inc. Covanta Energy Corp. Oji Paper Company Ltd. Olin Corp. Olivetti SpA Omnicom Group Inc. Omron Corp. Oneida Ltd. ONEOK Inc. Adam Opel AG Oracle Corp. L'Oreal Orix Corp. Orkla AS OshKosh B'Gosh Inc. Oshkosh Truck Corp. Telekom Austria AG Otto GmbH and Co. KG Owens Corning Owens-Illinois Inc. Oxford Health Plans Inc. PACCAR Inc. Ansell Ltd. Pacific Gas and Electric Co. UBS Financial Services Inc. EnCana Corp. Papa John's International Inc. Parametric Technology Corp. Paramount Pictures Corp. Parker Hannifin Corp. Pathmark Stores Inc. Patrick Industries Inc. Patterson Dental Co. Paychex Inc. Peapod Inc. Pearson PLC Pediatric Services of America Inc. The Peninsular and Oriental Steam Navigation Co. Penske Corp. Pentair Inc. PepsiCo Inc. Perdue Farms Inc. Performance Food Group Co. PerkinElmer Inc. EG&G Inc. Pernod Ricard S.A. Petro-Canada Ltd. Petroleo Brasileiro SA Petroleos Mexicanos Galp Energia, S.G.P.S., SA Petroleos de Venezuela SA Petroliam Nasional BHD Pfizer Inc. P.H. Glatfelter Co. Altria Group, Inc. Koninklijke Philips Electronics NV Phillips-Van Heusen Corp. Sygen International plc Piccadilly Cafeterias Inc. Pier 1 Imports Inc. Pilgrim's Pride Corp. Pilkington PLC Pinault-Printemps-Redoute SA Pioneer Corp. Pioneer Hi-Bred International Inc. Pioneer-Standard Electronics Inc. Pirelli SpA Pitney Bowes Inc. Brink's Co. Pizza Hut Inc. Plains Resources Inc. Planet Hollywood International Inc. Posco Ltd. Polaroid Corp. Porsche AG Potash Corporation of Saskatchewan Inc. Potlatch Corp. Potomac Electric Power Co. PPG Industries Inc. Praxair Inc. Premier Farnell PLC TUI AG PricewaterhouseCoopers Principal Life Insurance Co. Procter and Gamble Co. Progressive Corp. Providian Financial Corp. Prudential plc Prudential Financial Inc. PSA Peugeot-Citroen S.A. Public Service Company of New Hampshire Publicis Groupe Publix Super Markets Inc. Pulte Corp. Purolator Products Co. Qantas Airways Ltd. Quad/Graphics Inc. Quaker Fabric Corp. Quaker Oats Co. Quintiles Transnational Corp. Qwest Communications International Inc. RadioShack Corp. RAG AG Random House Inc. Randstad Holding N.V. The Rank Group plc RHM Ltd. Rare Hospitality International Inc. Raytheon Co. Reader's Digest Association Inc. Reckitt Benckiser plc Recycled Paper Greetings Inc. Red Wing Shoe Company Inc. Redhook Ale Brewery Inc. Redrow Group plc Reebok International Ltd. Reed Elsevier PLC Reliance Steel and Aluminum Co. Reliant Energy Inc. Regie Nationale des Usines Renault SA Rentokil Initial plc Repsol YPF SA Restoration Hardware Inc. Reuters Group PLC Revlon Inc. Rexam PLC Rexnord Corp. Rhodia SA Rich Products Corp. Ricoh Company Ltd. Rio Tinto Ltd. Rio Tinto PLC Rite Aid Corp. Riunione Adriatica di Sicurta SpA Rival Co. RMC Group PLC Roadway Express Inc. Robert Bosch GmbH Robertson-Ceco Corp. Roche Holding AG Rockwell Automation, Inc. Rogers Communications Inc. Rohm and Haas Co. Rolls-Royce PLC MG Rover Group Ltd. Royal Bank of Canada The Royal Bank of Scotland Group Royal Dutch Shell plc Royal and Sun Alliance Insurance Group PLC Russell Corp. RWE AG Ryder System Inc. SAFECO Corp. Safelite Group Inc. Safety-Kleen Corp. Safeway Inc. Safeway PLC J Sainsbury PLC Saks Inc. Citigroup Global Markets Holdings Inc. Salton Inc. Sam Ash Music Corp. Samsung Company Ltd. Samuels Jewelers Inc. Sandvik AB Daiichi Sankyo Company, Limited Sanpaolo IMI SpA Archon Corp. UFJ Bank Sanyo Electric Company Ltd. SAP AG Sara Lee Corp. Saturn Corp. SBS Communications Inc. SAS AB Scania AB Schering AG Schering-Plough Corp. Schibsted ASA Schlumberger Ltd. Schneider Electric SA Schnitzer Steel Industries Inc. Fresh Brands Inc. The Schwan Food Co. Scottish and Newcastle PLC ScottishPower PLC E.W. Scripps Co. Seagate Technology Inc. Sears, Roebuck and Co. Seibu Railway Co. Ltd. Seiko Corp. The Seiyu Ltd. Sekisui Chemical Company Ltd. Conn-Selmer Inc. Sempra Energy Service Corporation International ServiceMaster Co. Severn Trent plc Sharp Corp. Shaw Industries Inc. Shepherd Neame Ltd. Sherwin-Williams Co. Shinsei Bank Shiseido Company Ltd. Shoney's Inc. ShopKo Stores Inc. Siemens AG Silicon Graphics Inc. Simon and Schuster Inc. Singapore Airlines Ltd. Skandinaviska Enskilda Banken AB Skechers U.S.A. Inc. Skyline Corp. Smith and Nephew PLC W.H. Smith plc Smithfield Foods Inc. Smiths Group plc Smurfit-Stone Container Corp. Snap-on Inc. Snow Brand Milk Products Company Ltd. Sociedad Estatal de Participaciones Industriales Societe Generale Soft Sheen/Carson Products Solvay S.A. Sony Corp. Southern Co. Southwest Airlines Co. Southwest Gas Corp. Spartech Corp. Spherion Corp. Spirit Airlines Inc. Springs Industries Inc. Sprint Nextel Corp. SPS Technologies Inc. SRP--Salt River Project Stagecoach Group plc Standard Chartered PLC Standard Life Assurance Co. Stanley Works Staples Inc. Starbucks Corp. Tecstar Automotive Group, Inc. State Farm Mutual Automobile Insurance Co. Steelcase Inc. Stein Mart Inc. Steinway Musical Instruments Inc. Stepan Co. Sterling Software Inc. STMicroelectronics N.V. The Stop and Shop Supermarket Co. Stora Enso Oyj Storage Technology Corp. Storage USA Inc. Stream International Inc. Student Loan Marketing Association Sub Zero Freezer Company Inc. Successories Inc. Suez Sumitomo Mitsui Banking Corp. Sumitomo Chemical Co. Ltd. Sumitomo Corp. Sumitomo Electric Industries Ltd. Sumitomo Heavy Industries Ltd. Sumitomo Life Insurance Co. Mitsui Sumitomo Insurance Company Ltd. Sumitomo Metal Industries Ltd. Sumitomo Metal Mining Company Ltd. Sumitomo Rubber Industries Ltd. The Sumitomo Trust and Banking Company Ltd. Sun Country Airlines Sun Microsystems Inc. AIG SunAmerica Inc. Sunglass Hut International Inc. Sunoco Inc. Superior Uniform Group SUPERVALU Inc. Suzuki Motor Corp. Svenska Cellulosa AB SCA Svenska Handelsbanken Swire Pacific Ltd. SWISS RE Swiss International Airlines Ltd. Symantec Corp. SYSCO Corp. Altadis Taco Bell Corp. Takashimaya Company Ltd. Takeda Chemical Industries Ltd. Talbots Inc. Talisman Energy Inc. Target Corp. Tarmac Ltd. Tata Iron and Steel Company Ltd. Tate and Lyle PLC TDK Corp. Teachers Insurance and Annuity Association TECO Energy Inc. Tecumseh Products Co. Teijin Ltd. Tektronix Inc. Telecom Italia Mobile S.p.A. Telecom Italia S.p.A. Telefonaktiebolaget LM Ericsson Telefonica SA Tellabs Inc. Temple-Inland Inc. Tenet Healthcare Corp. Tenneco Automotive Inc. Tesco PLC Tesoro Petroleum Corp. Texas Instruments Inc. TXU Corp. Textron Inc. RWE Thames Water Thermo Electron Corp. Thomson Corp. Thomson SA ThyssenKrupp AG Time Warner Inc. Timex Corp. Titanium Metals Corp. TJX Companies Inc. Monster Worldwide, Inc. TPG N.V. TNT Post Group N.V. Tokheim Corp. The Tokio Marine and Fire Insurance Company Ltd. Tokyo Electric Power Co., Inc. Tomen Corp. Tomkins PLC Tone Brothers Inc. Tonen Corp. Toppan Printing Co. Ltd. Toray Industries Inc. Torchmark Corp. Toro Co. Toromont Industries Ltd. Tosco Corp. Toshiba Corp. Tostem Inax Holding Corp. Total SA Toto Ltd. Toyota Industries Corp. Toyota Motor Corp. Toys 'R' Us Inc. Tractebel SA Trammell Crow Co. Transamerica Corp. Triarc Companies Inc. Tribune Co. Brascan Financial Corp. Trinity Industries Inc. Triumph Group Inc. TRW Inc. Turner Broadcasting System Inc. Tweeter Home Entertainment Group Inc. Tyco International Ltd. Tyson Foods Inc. UAL Corp. Ube Industries Ltd. UBS AG Ultimate Electronics Inc. Valero Energy Corp. Underwriters Laboratories Inc. UniFirst Corp. Unilever PLC Union Carbide Corp. Union Pacific Corp. Uniq plc Unisys Corp. United Biscuits Holdings PLC United Defense L.P. United Parcel Service Inc. U.S. Can Corp. U.S. Cellular U.S. News and World Report United States Surgical Corp. United Technologies Corp. UnitedHealth Group Unitika Ltd. Universal Corp. Sensient Technologies Corp. Unocal Corp. UNUMProvident Corp. UPM-Kymmene Corp. Urban Outfitters Inc. US Airways Group Inc. InterActiveCorp USG Corp. Arcelor SA UST Inc. United States Steel Corp. Valassis Communications Inc. Foot Locker, Inc. Koninklijke Vendex KBB N.V. Verizon Communications, Inc. V.F. Corp. Viacom International Inc. Victorinox AG Vin and Sprit AB Vinson and Elkins L.L.P. Virgin Group PLC Vishay Intertechnology Inc. VISX Inc. Vivendi Universal S.A. Vodafone Group plc Volkswagen AG Vulcan Materials Co. Wal-Mart Stores Inc. Walgreen Co. Washington Group International Inc. Washington National Corp. Washington Post Co. Waste Management Holdings Wellman Inc. Wells Fargo and Co. Wendy's International Inc. Westdeutsche Landesbank Girozentrale Westinghouse Electric Corp. Westpac Banking Corp. WestPoint Stevens Inc. Weyerhaeuser Co. Wheelabrator Technologies Inc. Whirlpool Corp. Whitbread PLC PepsiAmericas, Inc. Whitney Holding Corp. Whole Foods Market Inc. Williams Companies Inc. Wilsons The Leather Experts Inc. George Wimpey PLC Winn-Dixie Stores Inc. Winnebago Industries Inc. Winterthur Swiss Insurance Co. Wolters Kluwer NV Woolwich PLC Worthington Industries Inc. Wm. Wrigley Jr. Co. Xerox Corp. Xilinx Inc. Yahoo! Inc. Yamaha Corp. Yamato Transport Co. Ltd. Sompo Japan Insurance, Inc. Yasuda Mutual Life Insurance Co. Ltd. Mizuho Trust and Banking Co. YRC Worldwide Inc. The Yokohama Rubber Company Ltd. Young and Rubicam Inc. Zambia Consolidated Copper Mines Ltd. Ziebart International Corp. Ziff-Davis Inc. Zurich Financial Services Group Administaff, Inc. Advanced Fibre Communications, Inc. Aerojet-General Corp. Air Mauritius Ltd. Albany International Corp. Alliance Capital Management L.P. Allmerica Financial Corp. Altran Technologies American Cast Iron Pipe Co. Andritz AG Apex Digital, Inc. Aquila, Inc. ASML Holding N.V. Assurances Generales de France AutoNation, Inc. Avecia Group PLC Banca Fideuram SpA Banco Comercial Portugues, SA Bank of China Bank of East Asia Ltd. Barilla Holding Societa per Azioni Barton Malow Co. Big Lots, Inc. Bob Evans Farms, Inc. Bodycote International PLC Bonduelle SA The Boston Beer Company, Inc. Braun GmbH Bruegger's Corp. Building Materials Holding Corp. Burns, Philp & Company Ltd. C&J Clark International Ltd. Certegy, Inc. China Telecom Clif Bar Inc. Co-operative Group (CWS) Ltd. Dierbergs Markets Inc. Elan Corporation PLC Electrocomponents PLC Eram SA Ermenegildo Zegna SpA EVA Airways Corp. Exel plc Gevity HR, Inc. Google, Inc. Grupo Financiero Galicia S.A. Grupo TMM, S.A. de C.V. Hanjin Shipping Co., Ltd. Harmony Gold Mining Company Ltd. Harte-Hanks, Inc. Holcim Apasco Horsehead Industries, Inc. Immunex Corp. Infineon Technologies AG Invensys PLC Inverness Medical Innovations, Inc. Investor AB Karsten Manufacturing Corp. Katy Industries, Inc. Keolis SA Key Safety Systems, Inc. La-Z-Boy Inc. Landauer, Inc. Landstar System, Inc. Les Schwab Tire Center Liberty Media Corp. Lifetime Entertainment Services Lion Corp. Loblaw Companies Lucasfilm Ltd. Macromedia, Inc. Malt-O-Meal Co. Marionnaud Parfumeries SA Masonite International Corp. Mediaset SpA National Express Group PLC Packaging Corporation of America Norske Skogindustrier ASA Parmalat Finanziaria SpA PCL Construction Group Inc. Pennzoil-Quaker State Co. PNM Resources Inc. The Reynolds and Reynolds Co. The Rouse Co. Salant Corp. Sanitec Corp. SanomaWSOY Corp. Saudi Arabian Oil Co. Schnuck Markets Inc. Specialized Bicycle Components Inc. State Bank of India Stelco Inc. Telekomunikacja Polska SA Tenaris SA Trader Joe's Co. UnionBanCal Corp. Vermont Pure Holdings, Ltd. National Grid USA Acushnet Co. Aegek S.A. AG Barr plc Alabama Farmers Cooperative, Inc. Asahi Denka Kogyo KK Attica Group S.A. Bumble Bee Seafoods L.L.C. Clarion Co. Ltd. Constar International Inc. Cortefiel S.A. Dick Corp. Esselte Gemplus International S.A. Goody's Family Clothing, Inc. Inversiones y Representaciones S.A. Ryanair Holdings plc Aer Lingus Group Plc Celanese AG Clear Channel Communications Inc. CompUSA Inc. Lazard LLC Nationwide Mutual Insurance Co. OfficeMax Inc. Rexel S.A. Telefonos de Mexico, S.A. de C.V. TeliaSonera Corp. Telstra Wellpoint, Inc. Advanced Control Systems, Inc. Ajax Building Corp. Axxis Inc. The Boston Consulting Group Inc. Build-A-Bear Workshop, Inc. China Aviation Oil (Singapore) Corporation Ltd. Ecopreneur S.A. Editorial Perfil S.A. Kanebo, Ltd. OAO NK Yukos Stereotaxis, Inc. Advanced Plastics, Inc. Brynwood Partners Cadence Network, Inc. Cal/West Seeds, Inc. Cannon Wines Ltd. Carter Lumber Co. Dawahares Inc. DecoArt Inc. Earth Satellite Corp. EDC Publishing Krebs Engineers Inc. Sephora USA, LLC Thomas Nelson, Inc. Newman/Whitney Niles, Barton & Wilmer LLP Norman Foods Northern Contours Peter Pepper Products Pole/Zero Corp. Porter Athletic Equipment Co. R.R. Street & Co. Inc. Security Software Systems, Inc. Share Group, Inc. Sheboygan Paint Co. Silver Star Communications Sinclair Printing Co. Texas Refinery Corp. Themis Computer ANZ National Bank Ltd. Bank of New Zealand Ltd. Fletcher Building Ltd. Fonterra Brands Ltd. New Zealand Post Ltd. PPCS Ltd. Progressive Enterprises Ltd. Spotless Services Co. The Warehouse Group Ltd. Woolworths Ltd. BigAir Group Ltd. CapitalBio Corp. Customers Ltd. E-TON Solar Tech Mobitek Communication Corp. NavInfo Co., Ltd. Okuma Australia Pty Ltd. Real Data Matrix Sdn Bhd SP Telemedia Ltd. Unwired Group Ltd. 3Q Holdings Ltd. ACL Wireless Ltd. Actions Semiconductor Co., Ltd. AUN Consulting Inc. Bionomics Ltd. Clever Communications Australia CogState Ltd. CyberStep, Inc. Drishtee.com Ltd. Focus Media Holding Ltd. iNavigate Sdn Bhd KongZhong Corp. Mebix, Inc. Mobile Messenger Pty. PharmAust Ltd. Spreadtrum Communications StarSoftComm Syntronix Corp. The9 Ltd. VeriSilicon Holdings Co. Ltd. Atlassian Software Systems Pty. Ltd. Baidu.com Inc. Financial Technologies (India) Ltd. For-side.com Co., Ltd. GlobalSign K.K. Green Packet Berhad Longcheer Holdings Ltd. Microbio Co., Ltd. Primeton Technologies Ltd. TPO Displays Corp. Aconex Pty. Ltd. Adviware Pty. Ltd. Adways Co., Ltd. ASRock Inc. Beijing Xinwei Telecom Technology Inc. Datasquirt, Ltd. Drecom Co., Ltd. Enox Inc. Geodesic Information Systems Ltd. Global Brands Manufacture Ltd. GlobalSat Technology Corp. Huaya Microelectronics Inc. Impedimed Ltd. IndiaIdeas.com Ltd. iSENTRIC Sdn Bhd Jow Tong Technology Co. Ltd. Kingmax Digital Inc. Macro Kiosk Sdn Bhd MGM Wireless Ltd. Mixi Inc. Nits Technology Inc. People Telecom Ltd. Rock Mobile Corp. SNH Inc. SNU Precision Co., Ltd. StemLife Berhad Ltd. SunyangDNT Co. Ltd. Vivotek Inc. Webjet Ltd. Astro Corp. China Finance Online Co. Ltd. Key Ware Electronics Ltd. Kookje Electric Korea Co. Ltd. Sitronix Technology Corp. Tata Teleservices Ltd. Visesh Infotecnics Ltd. Brennan Contrel Semiconductor Technology Co. Ltd. Innochips Co. Ltd. Kenmos Technology Co. Ltd. Nextech Corp. Phoneytunes.com Titanium Technology Ltd. Advanced Analog Technology Inc. Kinsus Interconnect Technology Corp. Rediff.com India Ltd. Semiconductor Manufacturing International Corp. Sitronix Technology Co. Ltd. Techwing Inc. TriAset Sdn Bhd AboMem Technology Corp. Digital Library Consulting eBook Initiative Japan Co., Ltd. eYou Corp. Havit Information Co. Ltd. Healthscope Ltd. hiSoft Corp. Soiken Holdings Inc. Star World Technology Co., Ltd. StarSoftComm Beijing Highlander Digital Record Tech Co., Ltd. Manz Intech Machines Co., Ltd. MediaRing Ltd. Mtekvision Co., Ltd. NextWindow Ltd. Phicom Corp. Realestate.com.au Ltd. SEEK Communications NZ Ltd. Wellypower Optronics Organization Co., Ltd. YellowTuna Networks Ltd. Aircom International (India) Pvt. Ltd. Astra Microwave Products Ltd. Foxconn Technology Co., Ltd. Hitwise Pty. Ltd. Merry Electronics Co., Ltd. Produce Co. Ltd. Protec Co. Ltd. Taiwan PCB Techvest Co., Ltd. Visual Risk Pty. Ltd. Worksoft Creative Software Technology, Ltd. Beyondsoft (Beijing) Co. Ltd. Bhflex Co. Ltd. Dexterity Business Analysts Pvt. Ltd. Foxlink Image Technology Co., Ltd. K-eng Co. Ltd. RedBalloon Days Texcell-Netcom Co. Ltd. Thinkware Systems Corp. Today & Tomorrow Co. Ltd. Uscom Ltd. Advanced Media, Inc. Author-It Software Corp. Beyond Innovation Technology Co. First Rate Ltd. GenMont Biotech Inc. Infinite QL Sdn Bhd iSOFT Group Ltd. Panorama Media (Beijing) Ltd. Recruit Advantage Pty Ltd. Taesan LCD Co. Ltd. Cameo Communications Inc. CDNetworks Co. Ltd. ChinaEdu Corp. eLong Inc. GEONG International Ltd. iMagic Technology Inc. SK Communications Co. Ltd. Skelta Software Pvt Ltd. Tera Autotech Corp. UNISEM Co., Ltd. Changhaeenergeering, Ltd. eNtoB Corp. Foxsemicon Integrated Technology Inc. Hurray! Holding Co., Ltd. Interglobe Technologies Pvt. Pharma Foods International Co., Ltd. Phison Electronics Corp. Powertech Technology Inc. Prochild Inc. Yeh-Chiang Technology Corp. Chimei Innolux Corp. CyberAgent, Inc. Formosa Advanced Technologies Co., Ltd. i-Components Co. Ltd. InterServ International Inc. Neilsoft Ltd. Online One Software (MSC) Sdn Bhd People Interactive (India) Pvt. Ltd. Simmtech Co., Ltd. Skardin Industrial Corp. Smartro Co. Ltd. Tiger Networks Ltd. Tyan Computer Corp. Wholetech System Hitech Ltd. WT Microelectronics Co., Ltd. Aspire Systems (India) Pvt. Ltd. Entropy Precision System Inc. Hana Micron Inc. Phoenix Precision Technology Corp. PSK Inc. Arachnid sdn bhd Bill Express, Ltd. Change Corporation Pty. Ltd. Mailguard Pty. Ltd. NetEdge Computing Solutions Pvt. Ltd. Solteam Opto, Inc. Ability Enterprise Co. Ltd. Iljin Electric Co., Ltd. NetInfinium Corporation Sdn Bhd System General Corp. AdChina Ltd. Beijing GP Medical Technologies Ltd. Beijing Jingdong Century Trading Co., Ltd. Beijing LOIT Technology Ltd. Beijing NetQin Technology Co., Ltd. Beijing Xueda Information Technology Co., Ltd. Beijing Yuande Bio-Medical Engineering Co. Ltd. Hotels Combined Pty Ltd. Easou Technology Co., Ltd. Vocus Communications Ltd. Industry Market Research Reports Report Name AC Drives in Asia-Pacific AC Drives in Europe AC Drives in France AC Drives in Germany AC Drives in Japan AC Drives in the United Kingdom AC Drives in the United States Accountancy in Asia-Pacific Accountancy in Belgium Accountancy in Canada Accountancy in China Accountancy in Europe Accountancy in France Accountancy in Germany Accountancy in Italy Accountancy in Japan Accountancy in Spain Accountancy in the Netherlands Accountancy in the United Kingdom Accountancy in the United States Advertising in Asia-Pacific Advertising in Belgium Advertising in Canada Advertising in China Advertising in Europe Advertising in France Advertising in Germany Advertising in Italy Advertising in Japan Advertising in Spain Advertising in the Netherlands Advertising in the United Kingdom Advertising in the United States Aerospace & Defense in Asia-Pacific Aerospace & Defense in Australia Aerospace & Defense in Brazil Aerospace & Defense in China Aerospace & Defense in Europe Aerospace & Defense in France Aerospace & Defense in Germany Aerospace & Defense in India Aerospace & Defense in Italy Aerospace & Defense in Japan Aerospace & Defense in Mexico Aerospace & Defense in South Africa Aerospace & Defense in Spain Aerospace & Defense in the United Kingdom Aerospace & Defense in the United States Agricultural Products in Asia-Pacific Agricultural Products in Australia Agricultural Products in Belgium Agricultural Products in Brazil Agricultural Products in Canada Agricultural Products in China Agricultural Products in Denmark Agricultural Products in Europe Agricultural Products in France Agricultural Products in Germany Agricultural Products in Hungary Agricultural Products in India Agricultural Products in Italy Agricultural Products in Japan Agricultural Products in Mexico Agricultural Products in Norway Agricultural Products in Poland Agricultural Products in Russia Agricultural Products in Singapore Agricultural Products in South Africa Agricultural Products in South Korea Agricultural Products in Spain Agricultural Products in Sweden Agricultural Products in Taiwan Agricultural Products in the Czech Republic Agricultural Products in the Netherlands Agricultural Products in the United Kingdom Agricultural Products in the United States Air Freight in France Air Freight in Germany Air Freight in the United Kingdom Air Freight in the United States Air Fresheners in Asia-Pacific Air Fresheners in Europe Air Fresheners in France Air Fresheners in Germany Air Fresheners in Japan Air Fresheners in the United Kingdom Air Fresheners in the United States Airlines in Asia-Pacific Airlines in Australia Airlines in Belgium Airlines in Brazil Airlines in Canada Airlines in China Airlines in Denmark Airlines in Europe Airlines in France Airlines in Germany Airlines in Hungary Airlines in India Airlines in Italy Airlines in Japan Airlines in Mexico Airlines in Norway Airlines in Poland Airlines in Russia Airlines in Singapore Airlines in South Africa Airlines in South Korea Airlines in Spain Airlines in Sweden Airlines in Taiwan Airlines in the Czech Republic Airlines in the Netherlands Airlines in the United Kingdom Airlines in the United States Alcoholic Drinks in Asia-Pacific Alcoholic Drinks in Australia Alcoholic Drinks in Belgium Alcoholic Drinks in Brazil Alcoholic Drinks in Bulgaria Alcoholic Drinks in Canada Alcoholic Drinks in China Alcoholic Drinks in Denmark Alcoholic Drinks in Europe Alcoholic Drinks in France Alcoholic Drinks in Germany Alcoholic Drinks in Hungary Alcoholic Drinks in India Alcoholic Drinks in Italy Alcoholic Drinks in Japan Alcoholic Drinks in Mexico Alcoholic Drinks in Norway Alcoholic Drinks in Poland Alcoholic Drinks in Russia Alcoholic Drinks in Singapore Alcoholic Drinks in South Africa Alcoholic Drinks in South Korea Alcoholic Drinks in Spain Alcoholic Drinks in Sweden Alcoholic Drinks in Taiwan Alcoholic Drinks in the Czech Republic Alcoholic Drinks in the Netherlands Alcoholic Drinks in the United Kingdom Alcoholic Drinks in the United States Aluminum in China Aluminum in Eastern Europe Aluminum in France Aluminum in Germany Aluminum in South America Aluminum in the United Kingdom Aluminum in the United States Aluminum in United Arab Emirates Aluminum in Venezuela Aluminum in Western Europe Apparel Retail in Asia-Pacific Apparel Retail in Australia Apparel Retail in Belgium Apparel Retail in Brazil Apparel Retail in Canada Apparel Retail in China Apparel Retail in Denmark Apparel Retail in Egypt Apparel Retail in Europe Apparel Retail in France Apparel Retail in Germany Apparel Retail in Hungary Apparel Retail in India Apparel Retail in Israel Apparel Retail in Italy Apparel Retail in Japan Apparel Retail in Mexico Apparel Retail in Norway Apparel Retail in Poland Apparel Retail in Russia Apparel Retail in Saudi Arabia Apparel Retail in Singapore Apparel Retail in South Africa Apparel Retail in South Korea Apparel Retail in Spain Apparel Retail in Sweden Apparel Retail in Taiwan Apparel Retail in the Czech Republic Apparel Retail in the Netherlands Apparel Retail in the United Arab Emirates Apparel Retail in the United Kingdom Apparel Retail in the United States Automotive Aftermarket in Belgium Automotive Aftermarket in Eastern Europe Automotive Aftermarket in Europe Automotive Aftermarket in France Automotive Aftermarket in Germany Automotive Aftermarket in Italy Automotive Aftermarket in Spain Automotive Aftermarket in the United Kingdom Automotive Aftermarket in Western Europe Baby Food in Asia-Pacific Baby Food in Canada Baby Food in China Baby Food in Europe Baby Food in France Baby Food in Germany Baby Food in India Baby Food in Japan Baby Food in the United Kingdom Baby Food in the United States Bath & Shower Products in Asia-Pacific Bath & Shower Products in Europe Bath & Shower Products in France Bath & Shower Products in Germany Bath & Shower Products in Japan Bath & Shower Products in the United Kingdom Bath & Shower Products in the United States -Pacific Beer in Europe Beer in Hungary Beer in Russia Beer in Spain Beer in Taiwan Beer in the Czech Republic Beer in the United Kingdom Beer in the United States Biotechnology in Asia-Pacific Biotechnology in Belgium Biotechnology in Canada Biotechnology in China Biotechnology in Europe Biotechnology in France Biotechnology in Germany Biotechnology in Italy Biotechnology in Japan Biotechnology in Spain Biotechnology in the Netherlands Biotechnology in the United Kingdom Biotechnology in the United States Biscuits in Asia-Pacific Biscuits in Europe Biscuits in France Biscuits in Germany Biscuits in Japan Biscuits in the United Kingdom Biscuits in the United States Bleach in France Bleach in Germany Bleach in the United Kingdom Bleach in the United States Books in France Books in Germany Books in the United Kingdom Books in the United States Bottled Water in Asia-Pacific Bottled Water in Europe Bottled Water in France Bottled Water in Germany Bottled Water in Ireland Bottled Water in Japan Bottled Water in Portugal Bottled Water in the United Kingdom Bottled Water in the United States Brakes in Europe Brakes in France Brakes in Germany Brakes in Italy Brakes in Spain Brakes in the United Kingdom Bread & Rolls in Asia-Pacific Bread & Rolls in Europe Bread & Rolls in France Bread & Rolls in Germany Bread & Rolls in Japan Bread & Rolls in the United Kingdom Bread & Rolls in the United States Breakfast Cereals in Asia-Pacific Breakfast Cereals in Europe Breakfast Cereals in France Breakfast Cereals in Germany Breakfast Cereals in Japan Breakfast Cereals in the United Kingdom Breakfast Cereals in the United States Broadcasting & Cable TV in Asia-Pacific Broadcasting & Cable TV in Belgium Broadcasting & Cable TV in Canada Broadcasting & Cable TV in China Broadcasting & Cable TV in Europe Broadcasting & Cable TV in France Broadcasting & Cable TV in Germany Broadcasting & Cable TV in Italy Broadcasting & Cable TV in Japan Broadcasting & Cable TV in Spain Broadcasting & Cable TV in the Netherlands Broadcasting & Cable TV in the United Kingdom Broadcasting & Cable TV in the United States Cables in Asia-Pacific Cables in Europe Cables in France Cables in Germany Cables in Japan Cables in the United Kingdom Cables in the United States Canned Food in Asia-Pacific Canned Food in Europe Canned Food in France Canned Food in Germany Canned Food in Japan Canned Food in the United Kingdom Canned Food in the United States Carbonated Soft Drinks in Asia-Pacific Carbonated Soft Drinks in Belgium Carbonated Soft Drinks in Canada Carbonated Soft Drinks in China Carbonated Soft Drinks in Europe Carbonated Soft Drinks in France Carbonated Soft Drinks in Germany Carbonated Soft Drinks in Italy Carbonated Soft Drinks in Japan Carbonated Soft Drinks in Spain Carbonated Soft Drinks in the Netherlands Carbonated Soft Drinks in the United Kingdom Carbonated Soft Drinks in the United States Casinos & Gaming in Australia Casinos & Gaming in France Casinos & Gaming in Germany Casinos & Gaming in the United Kingdom Casinos & Gaming in the United States Cheese in Ireland Cheese in Portugal Chemicals in Asia-Pacific Chemicals in Australia Chemicals in Belgium Chemicals in Brazil Chemicals in Canada Chemicals in China Chemicals in Denmark Chemicals in Europe Chemicals in France Chemicals in Germany Chemicals in Hungary Chemicals in India Chemicals in Italy Chemicals in Japan Chemicals in Mexico Chemicals in Norway Chemicals in Poland Chemicals in Russia Chemicals in Singapore Chemicals in South Africa Chemicals in South Korea Chemicals in Spain Chemicals in Sweden Chemicals in Taiwan Chemicals in the Czech Republic Chemicals in the Netherlands Chemicals in the United Kingdom Chemicals in the United States Childrenswear in Asia-Pacific Childrenswear in Australia Childrenswear in Belgium Childrenswear in Brazil Childrenswear in Canada Childrenswear in China Childrenswear in Denmark Childrenswear in Europe Childrenswear in France Childrenswear in Germany Childrenswear in Hungary Childrenswear in India Childrenswear in Italy Childrenswear in Japan Childrenswear in Mexico Childrenswear in Norway Childrenswear in Poland Childrenswear in Russia Childrenswear in Singapore Childrenswear in South Africa Childrenswear in South Korea Childrenswear in Spain Childrenswear in Sweden Childrenswear in Taiwan Childrenswear in the Czech Republic Childrenswear in the Netherlands Childrenswear in the United Kingdom Childrenswear in the United States Chilled & Deli Food in Asia-Pacific Chilled & Deli Food in Europe Chilled & Deli Food in France Chilled & Deli Food in Germany Chilled & Deli Food in Japan Chilled & Deli Food in the United Kingdom Chilled & Deli Food in the United States Chilled Desserts in Ireland Chilled Desserts in Portugal Chocolate Confectionery in Ireland Chocolate Confectionery in Portugal Communications Equipment in Asia-Pacific Communications Equipment in Belgium Communications Equipment in Canada Communications Equipment in China Communications Equipment in Europe Communications Equipment in France Communications Equipment in Germany Communications Equipment in Italy Communications Equipment in Japan Communications Equipment in Spain Communications Equipment in the Netherlands Communications Equipment in the United Kingdom Communications Equipment in the United States Company Cars in Belgium Company Cars in Europe Company Cars in France Company Cars in Germany Company Cars in Italy Company Cars in Spain Company Cars in the Netherlands Company Cars in the United Kingdom Company Cars in the United States Computer Hardware in Asia-Pacific Computer Hardware in Australia Computer Hardware in Belgium Computer Hardware in Brazil Computer Hardware in Canada Computer Hardware in China Computer Hardware in Denmark Computer Hardware in Europe Computer Hardware in France Computer Hardware in Germany Computer Hardware in Hungary Computer Hardware in India Computer Hardware in Italy Computer Hardware in Japan Computer Hardware in Mexico Computer Hardware in Norway Computer Hardware in Poland Computer Hardware in Russia Computer Hardware in Singapore Computer Hardware in South Africa Computer Hardware in South Korea Computer Hardware in Spain Computer Hardware in Sweden Computer Hardware in Taiwan Computer Hardware in the Czech Republic Computer Hardware in the Netherlands Computer Hardware in the United Kingdom Computer Hardware in the United States Confectionery in Asia-Pacific Confectionery in Australia Confectionery in Belgium Confectionery in Brazil Confectionery in Canada Confectionery in China Confectionery in Denmark Confectionery in Europe Confectionery in France Confectionery in Germany Confectionery in Hungary Confectionery in India Confectionery in Ireland Confectionery in Italy Confectionery in Japan Confectionery in Mexico Confectionery in Norway Confectionery in Poland Confectionery in Portugal Confectionery in Russia Confectionery in Singapore Confectionery in South Africa Confectionery in South Korea Confectionery in Spain Confectionery in Sweden Confectionery in Taiwan Confectionery in the Czech Republic Confectionery in the Netherlands Confectionery in the United Kingdom Confectionery in the United States Construction & Engineering in Asia-Pacific Construction & Engineering in Australia Construction & Engineering in Belgium Construction & Engineering in Brazil Construction & Engineering in Canada Construction & Engineering in China Construction & Engineering in Denmark Construction & Engineering in Europe Construction & Engineering in France Construction & Engineering in Germany Construction & Engineering in Hungary Construction & Engineering in India Construction & Engineering in Italy Construction & Engineering in Japan Construction & Engineering in Mexico Construction & Engineering in Norway Construction & Engineering in Poland Construction & Engineering in Russia Construction & Engineering in Singapore Construction & Engineering in South Africa Construction & Engineering in South Korea Construction & Engineering in Spain Construction & Engineering in Sweden Construction & Engineering in Taiwan Construction & Engineering in the Czech Republic Construction & Engineering in the Netherlands Construction & Engineering in the United Kingdom Construction & Engineering in the United States Construction Materials in France Construction Materials in Germany Construction Materials in the United Kingdom Construction Materials in the United States Consumer Electronics in Asia-Pacific Consumer Electronics in Australia Consumer Electronics in Belgium Consumer Electronics in Brazil Consumer Electronics in Canada Consumer Electronics in China Consumer Electronics in Denmark Consumer Electronics in Europe Consumer Electronics in France Consumer Electronics in Germany Consumer Electronics in Hungary Consumer Electronics in India Consumer Electronics in Italy Consumer Electronics in Japan Consumer Electronics in Mexico Consumer Electronics in New Zealand Consumer Electronics in Norway Consumer Electronics in Poland Consumer Electronics in Russia Consumer Electronics in Singapore Consumer Electronics in South Africa Consumer Electronics in South Korea Consumer Electronics in Spain Consumer Electronics in Sweden Consumer Electronics in Taiwan Consumer Electronics in the Czech Republic Consumer Electronics in the Netherlands Consumer Electronics in the United Kingdom Consumer Electronics in the United States Containers & Packaging in Asia-Pacific Containers & Packaging in Belgium Containers & Packaging in Canada Containers & Packaging in China Containers & Packaging in Europe Containers & Packaging in France Containers & Packaging in Germany Containers & Packaging in Italy Containers & Packaging in Japan Containers & Packaging in Spain Containers & Packaging in the Netherlands Containers & Packaging in the United Kingdom Containers & Packaging in the United States Control Systems in Asia-Pacific Control Systems in Europe Control Systems in France Control Systems in Germany Control Systems in Japan Control Systems in the United Kingdom Control Systems in the United States Credit Unions in Asia-Pacific Credit Unions in Australia Credit Unions in Brazil Credit Unions in Canada Credit Unions in Chile Credit Unions in Colombia Credit Unions in Europe Credit Unions in Ireland Credit Unions in Mexico Credit Unions in New Zealand Credit Unions in Poland Credit Unions in South America Credit Unions in the United Kingdom Credit Unions in the United States Dairy in Asia-Pacific Dairy in Australia Dairy in Belgium Dairy in Brazil Dairy in Canada Dairy in China Dairy in Denmark Dairy in Egypt Dairy in Europe Dairy in France Dairy in Germany Dairy in Hungary Dairy in India Dairy in Ireland Dairy in Israel Dairy in Italy Dairy in Japan Dairy in Mexico Dairy in Norway Dairy in Poland Dairy in Portugal Dairy in Russia Dairy in Saudi Arabia Dairy in Singapore Dairy in South Africa Dairy in South Korea Dairy in Spain Dairy in Sweden Dairy in Taiwan Dairy in the Czech Republic Dairy in the Netherlands Dairy in the United Arab Emirates Dairy in the United Kingdom Dairy in the United States Deodorants in Asia-Pacific Deodorants in Europe Deodorants in France Deodorants in Germany Deodorants in Ireland Deodorants in Japan Deodorants in Portugal Deodorants in the United Kingdom Deodorants in the United States Electricity in Argentina Electricity in Asia-Pacific Electricity in Australia Electricity in Belgium Electricity in Brazil Electricity in Canada Electricity in Chile Electricity in China Electricity in Colombia Electricity in Denmark Electricity in Eastern Europe Electricity in Europe Electricity in France Electricity in Germany Electricity in Hungary Electricity in India Electricity in Italy Electricity in Japan Electricity in Mexico Electricity in North America Electricity in Norway Electricity in Poland Electricity in Russia Electricity in Singapore Electricity in South Africa Electricity in South America Electricity in South Korea Electricity in Spain Electricity in Sweden Electricity in Taiwan Electricity in the Czech Republic Electricity in the Netherlands Electricity in the United Kingdom Electricity in the United States Electricity in Venezuela Electricity in Western Europe Employment Services in Asia-Pacific Employment Services in Europe Employment Services in France Employment Services in Germany Employment Services in Japan Employment Services in the United Kingdom Employment Services in the United States Engines in Asia-Pacific Engines in Europe Engines in France Engines in Germany Engines in Japan Engines in the United Kingdom Engines in the United States Express in Belgium Express in Europe Express in France Express in Germany Express in Italy Express in Spain Express in Sweden Express in the Netherlands Express in the UK Express in the United States Facial Care in Asia-Pacific Facial Care in Europe Facial Care in France Facial Care in Germany Facial Care in Ireland Facial Care in Japan Facial Care in Portugal Facial Care in the United Kingdom Facial Care in the United States Fast Fit in Belgium Fast Fit in Europe Fast Fit in France Fast Fit in Germany Fast Fit in Italy Fast Fit in Norway Fast Fit in Poland Fast Fit in Spain Fast Fit in Sweden Fast Fit in the Netherlands Fast Fit in the United Kingdom Fast Food in Asia-Pacific Fast Food in Australia Fast Food in Brazil Fast Food in Canada Fast Food in China Fast Food in Europe Fast Food in France Fast Food in Germany Fast Food in India Fast Food in Italy Fast Food in Japan Fast Food in Mexico Fast Food in Spain Fast Food in the United Kingdom Fast Food in the United States Fixed Line Telecoms in Asia-Pacific Fixed Line Telecoms in Australia Fixed Line Telecoms in Belgium Fixed Line Telecoms in Brazil Fixed Line Telecoms in Canada Fixed Line Telecoms in China Fixed Line Telecoms in Denmark Fixed Line Telecoms in Europe Fixed Line Telecoms in France Fixed Line Telecoms in Germany Fixed Line Telecoms in Hungary Fixed Line Telecoms in India Fixed Line Telecoms in Italy Fixed Line Telecoms in Japan Fixed Line Telecoms in Mexico Fixed Line Telecoms in New Zealand Fixed Line Telecoms in Norway Fixed Line Telecoms in Poland Fixed Line Telecoms in Russia Fixed Line Telecoms in Singapore Fixed Line Telecoms in South Africa Fixed Line Telecoms in South Korea Fixed Line Telecoms in Spain Fixed Line Telecoms in Sweden Fixed Line Telecoms in Taiwan Fixed Line Telecoms in the Czech Republic Fixed Line Telecoms in the Netherlands Fixed Line Telecoms in the United Kingdom Fixed Line Telecoms in the United States Food Retail in Asia-Pacific Food Retail in Australia Food Retail in Belgium Food Retail in Brazil Food Retail in Canada Food Retail in China Food Retail in Denmark Food Retail in Egypt Food Retail in Europe Food Retail in France Food Retail in Germany Food Retail in Hungary Food Retail in India Food Retail in Israel Food Retail in Italy Food Retail in Japan Food Retail in Mexico Food Retail in Norway Food Retail in Poland Food Retail in Russia Food Retail in Saudi Arabia Food Retail in Singapore Food Retail in South Africa Food Retail in South Korea Food Retail in Spain Food Retail in Sweden Food Retail in Taiwan Food Retail in the Czech Republic Food Retail in the Netherlands Food Retail in the United Arab Emirates Food Retail in the United Kingdom Food Retail in the United States Footwear in Asia-Pacific Footwear in Australia Footwear in Belgium Footwear in Brazil Footwear in Canada Footwear in China Footwear in Denmark Footwear in Egypt Footwear in Europe Footwear in France Footwear in Germany Footwear in Hungary Footwear in India Footwear in Israel Footwear in Italy Footwear in Japan Footwear in Mexico Footwear in Norway Footwear in Poland Footwear in Russia Footwear in Saudi Arabia Footwear in Singapore Footwear in South Africa Footwear in South Korea Footwear in Spain Footwear in Sweden Footwear in Taiwan Footwear in the Czech Republic Footwear in the Netherlands Footwear in the United Arab Emirates Footwear in the United Kingdom Footwear in the United States Fragrances in Asia-Pacific Fragrances in Australia Fragrances in Brazil Fragrances in Canada Fragrances in China Fragrances in Europe Fragrances in France Fragrances in Germany Fragrances in India Fragrances in Ireland Fragrances in Italy Fragrances in Japan Fragrances in Mexico Fragrances in Portugal Fragrances in Russia Fragrances in Singapore Fragrances in South Africa Fragrances in Spain Fragrances in the United Kingdom Fragrances in the United States Frozen Food in Asia-Pacific Frozen Food in Europe Frozen Food in the United Kingdom Frozen Food in the United States Fruit & vegetables in Asia-Pacific Fruit & vegetables in Belgium Fruit & vegetables in Canada Fruit & vegetables in China Fruit & vegetables in Europe Fruit & vegetables in France Fruit & vegetables in Germany Fruit & vegetables in Italy Fruit & vegetables in Japan Fruit & vegetables in Spain Fruit & vegetables in the Netherlands Fruit & vegetables in the United Kingdom Fruit & vegetables in the United States Fuel Retailing in Asia-Pacific Fuel Retailing in Europe Fuel Retailing in France Fuel Retailing in Germany Fuel Retailing in Japan Fuel Retailing in the United Kingdom Fuel Retailing in the United States Functional Drinks in Asia-Pacific Functional Drinks in Europe Functional Drinks in France Functional Drinks in Germany Functional Drinks in Ireland Functional Drinks in Japan Functional Drinks in Portugal Functional Drinks in the United Kingdom Functional Drinks in the United States Games Consoles in Asia-Pacific Games Consoles in Europe Games Consoles in France Games Consoles in Germany Games Consoles in Japan Games Consoles in the United Kingdom Games Consoles in the United States Games Software in France Games Software in Germany Games Software in the United Kingdom Games Software in the United States Gas Utilities in Argentina Gas Utilities in Asia-Pacific Gas Utilities in Australia 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Mexico Haircare in Norway Haircare in Poland haircare in Portugal Haircare in Russia Haircare in Singapore Haircare in South Africa Haircare in South Korea Haircare in Spain Haircare in Sweden Haircare in Taiwan Haircare in the Czech Republic Haircare in the Netherlands Haircare in the United Kingdom Haircare in the United States Hand & Body Care in Asia-Pacific Hand & Body Care in Europe Hand & Body Care in France Hand & Body Care in Germany Hand & Body Care in Ireland Hand & Body Care in Japan Hand & Body Care in Portugal Hand & Body Care in the United Kingdom Hand & Body Care in the United States Health Care Equipment & Supplies in Asia-Pacific Health Care Equipment & Supplies in Belgium Health Care Equipment & Supplies in Canada Health Care Equipment & Supplies in China Health Care Equipment & Supplies in Europe Health Care Equipment & Supplies in France Health Care Equipment & Supplies in Germany Health Care Equipment & Supplies in Italy Health Care Equipment & Supplies in Japan Health Care Equipment & Supplies in Spain Health Care Equipment & Supplies in the Netherlands Health Care Equipment & Supplies in the United Kingdom Health Care Equipment & Supplies in the United States Health Care Providers in Asia-Pacific Health Care Providers in Australia Health Care Providers in Belgium Health Care Providers in Brazil Health Care Providers in Canada Health Care Providers in China Health Care Providers in Denmark Health Care Providers in Europe Health Care Providers in France Health Care Providers in Germany Health Care Providers in Hungary Health Care Providers in India Health Care Providers in Italy Health Care Providers in Japan Health Care Providers in Mexico Health Care Providers in New Zealand Health Care Providers in Norway Health Care Providers in Poland Health Care Providers in Russia Health Care Providers in Singapore Health Care Providers in South Africa Health Care Providers in South Korea Health Care Providers in Spain Health Care Providers in Sweden Health Care Providers in Taiwan Health Care Providers in the Czech Republic Health Care Providers in the Netherlands Health Care Providers in the United Kingdom Health Care Providers in the United States Homebuilding in Asia-Pacific Homebuilding in Belgium Homebuilding in Canada Homebuilding in China Homebuilding in Europe Homebuilding in France Homebuilding in Germany Homebuilding in Italy Homebuilding in Japan Homebuilding in Spain Homebuilding in the Netherlands Homebuilding in the United Kingdom Homebuilding in the United States Hot Drinks in Asia-Pacific Hot Drinks in Australia Hot Drinks in Belgium Hot Drinks in Brazil Hot Drinks in Canada Hot Drinks in China Hot Drinks in Denmark Hot Drinks in Europe Hot Drinks in France Hot Drinks in Germany Hot Drinks in Hungary Hot Drinks in India Hot Drinks in Italy Hot Drinks in Japan Hot Drinks in Mexico Hot Drinks in Norway Hot Drinks in Poland Hot Drinks in Russia Hot Drinks in Singapore Hot Drinks in South Africa Hot Drinks in South Korea Hot Drinks in Spain Hot Drinks in Sweden Hot Drinks in Taiwan Hot Drinks in the Czech Republic Hot Drinks in the Netherlands Hot Drinks in the United Kingdom Hot Drinks in the United States Hotels & Motels in Asia-Pacific Hotels & Motels in Australia Hotels & Motels in Belgium Hotels & Motels in Brazil Hotels & Motels in Canada Hotels & Motels in China Hotels & Motels in Denmark Hotels & Motels in Europe Hotels & Motels in France Hotels & Motels in Germany Hotels & Motels in Hungary Hotels & Motels in India Hotels & Motels in Italy Hotels & Motels in Japan Hotels & Motels in Mexico Hotels & Motels in Norway Hotels & Motels in Poland Hotels & Motels in Russia Hotels & Motels in Singapore Hotels & Motels in South Africa Hotels & Motels in South Korea Hotels & Motels in Spain Hotels & Motels in Sweden Hotels & Motels in Taiwan Hotels & Motels in the Czech Republic Hotels & Motels in the Netherlands Hotels & Motels in the United Kingdom Hotels & Motels in the United States Household Appliances in Asia-Pacific Household Appliances in Australia Household Appliances in Belgium Household Appliances in Brazil Household Appliances in Canada Household Appliances in China Household Appliances in Denmark Household Appliances in Europe Household Appliances in France Household Appliances in Germany Household Appliances in Hungary Household Appliances in India Household Appliances in Italy Household Appliances in Japan Household Appliances in Mexico Household Appliances in Norway Household Appliances in Poland Household Appliances in Russia Household Appliances in Singapore Household Appliances in South Africa Household Appliances in South Korea Household Appliances in Spain Household Appliances in Sweden Household Appliances in Taiwan Household Appliances in the Czech Republic Household Appliances in the Netherlands Household Appliances in the United Kingdom Household Appliances in the United States Household Products in Asia-Pacific Household Products in Australia Household Products in Belgium Household Products in Brazil Household Products in Canada Household Products in China Household Products in Denmark Household Products in Europe Household Products in France Household Products in Germany Household Products in Hungary Household Products in India Household Products in Italy Household Products in Japan Household Products in Mexico Household Products in Norway Household Products in Poland Household Products in Russia Household Products in Singapore Household Products in South Africa Household Products in South Korea Household Products in Spain Household Products in Sweden Household Products in Taiwan Household Products in the Czech Republic Household Products in the Netherlands Household Products in the United Kingdom Household Products in the United States Ice Cream in Asia-Pacific Ice Cream in Europe Ice Cream in France Ice Cream in Germany Ice Cream in Japan Ice Cream in the United Kingdom Ice Cream in the United States Insurance in Asia-Pacific Insurance in Australia Insurance in Belgium Insurance in Brazil Insurance in Canada Insurance in China Insurance in Denmark Insurance in Egypt Insurance in Europe Insurance in France Insurance in Germany Insurance in Hungary Insurance in India Insurance in Israel Insurance in Italy Insurance in Japan Insurance in Mexico Insurance in New Zealand Insurance in Norway Insurance in Poland Insurance in Russia Insurance in Saudi Arabia Insurance in Singapore Insurance in South Africa Insurance in South Korea Insurance in Spain Insurance in Sweden Insurance in Taiwan Insurance in the Czech Republic Insurance in the Netherlands Insurance in the United Arab Emirates Insurance in the United Kingdom Insurance in the United States Internet Access in Asia-Pacific Internet Access in Australia Internet Access in Belgium Internet Access in Brazil Internet Access in Canada Internet Access in China Internet Access in Denmark Internet Access in Europe Internet Access in France Internet Access in Germany Internet Access in Hungary Internet Access in India Internet Access in Italy Internet Access in Japan Internet Access in Mexico Internet Access in Norway Internet Access in Poland Internet Access in Russia Internet Access in Singapore Internet Access in South Africa Internet Access in South Korea Internet Access in Spain Internet Access in Sweden Internet Access in Taiwan Internet Access in the Czech Republic Internet Access in the Netherlands Internet Access in the United Kingdom Internet Access in the United States Juices in Asia-Pacific Juices in Europe Juices in France Juices in Germany Juices in Ireland Juices in Japan Juices in Portugal Juices in the United Kingdom Juices in the United States Kitchen Appliances in Asia-Pacific Kitchen Appliances in Europe Kitchen Appliances in France Kitchen Appliances in Germany Kitchen Appliances in Japan Kitchen Appliances in the United Kingdom Kitchen Appliances in the United States Legal Services in Asia-Pacific Legal Services in Europe Legal Services in France Legal Services in Germany Legal Services in Japan Legal Services in the United Kingdom Legal Services in the United States Life Insurance in Asia-Pacific Life Insurance in Australia Life Insurance in Belgium Life Insurance in Brazil Life Insurance in Canada Life Insurance in China Life Insurance in Denmark Life Insurance in Europe Life Insurance in France Life Insurance in Germany Life Insurance in Hungary Life Insurance in India Life Insurance in Italy Life Insurance in Japan Life Insurance in Mexico Life Insurance in Norway Life Insurance in Poland Life Insurance in Russia Life Insurance in Singapore Life Insurance in South Africa Life Insurance in South Korea Life Insurance in Spain Life Insurance in Sweden Life Insurance in Taiwan Life Insurance in the Czech Republic Life Insurance in the Netherlands Life Insurance in the United Kingdom Life Insurance in the United States Light Trucks in Asia-Pacific Light Trucks in Australia Light Trucks in Brazil Light Trucks in Canada Light Trucks in China Light Trucks in Europe Light Trucks in France Light Trucks in Germany Light Trucks in India Light Trucks in Italy Light Trucks in Japan Light Trucks in Mexico Light Trucks in Russia Light Trucks in Singapore Light Trucks in South Africa Light Trucks in Spain Light Trucks in the United Kingdom Light Trucks in the United States Make-Up in Asia-Pacific Make-Up in Australia Make-Up in Brazil Make-Up in Canada Make-Up in China Make-Up in Europe Make-Up in France Make-Up in Germany Make-Up in India Make-up in Ireland Make-Up in Italy Make-Up in Japan Make-Up in Mexico Make-up in Portugal Make-Up in Russia Make-Up in Singapore Make-up in South Africa Make-Up in Spain Make-Up in the United Kingdom Make-Up in the United States Male Toiletries in Asia-Pacific Male Toiletries in Canada Male Toiletries in China Male Toiletries in Europe Male Toiletries in France Male Toiletries in Germany Male Toiletries in India Male Toiletries in Japan Male Toiletries in the United Kingdom Male Toiletries in the United States Management & Marketing Consultancy in Asia-Pacific Management & Marketing Consultancy in Europe Management & Marketing Consultancy in France Management & Marketing Consultancy in Germany Management & Marketing Consultancy in Italy Management & Marketing Consultancy in Japan Management & Marketing Consultancy in the United Kingdom Management & Marketing Consultancy in the United States Marine Freight in France Marine Freight in Germany Marine Freight in the United Kingdom Marine Freight in the United States Meat in France Meat in Germany Meat in the United Kingdom Meat in the United States Meat, Fish & Poultry in Asia-Pacific Meat, Fish & Poultry in Europe Meat, Fish & Poultry in Germany Meat, Fish & Poultry in the United Kingdom Meat, Fish & Poultry in the United States Media in Asia-Pacific Media in Australia Media in Belgium Media in Brazil Media in Canada Media in China Media in Denmark Media in Europe Media in France Media in Germany Media in Hungary Media in India Media in Italy Media in Japan Media in Mexico Media in Norway Media in Poland Media in Russia Media in Singapore Media in South Korea Media in Spain Media in Sweden Media in Taiwan Media in the Czech Republic Media in the Netherlands Media in the United Kingdom Media in the United States Medium & Heavy Trucks in Asia-Pacific Medium & Heavy Trucks in Australia Medium & Heavy Trucks in Brazil Medium & Heavy Trucks in Canada Medium & Heavy Trucks in China Medium & Heavy Trucks in Europe Medium & Heavy Trucks in France Medium & Heavy Trucks in Germany Medium & Heavy Trucks in India Medium & Heavy Trucks in Italy Medium & Heavy Trucks in Japan Medium & Heavy Trucks in Mexico Medium & Heavy Trucks in Russia Medium & Heavy Trucks in Singapore Medium & Heavy Trucks in South Africa Medium & Heavy Trucks in Spain Medium & Heavy Trucks in the United Kingdom Medium & Heavy Trucks in the United States Menswear in Asia-Pacific Menswear in Australia Menswear in Belgium Menswear in Brazil Menswear in Canada Menswear in China Menswear in Denmark Menswear in Europe Menswear in France Menswear in Germany Menswear in Hungary Menswear in India Menswear in Italy Menswear in Japan Menswear in Mexico Menswear in Norway Menswear in Poland Menswear in Russia Menswear in Singapore Menswear in South Africa Menswear in South Korea Menswear in Spain Menswear in Sweden Menswear in Taiwan Menswear in the Czech Republic Menswear in the Netherlands Menswear in the United Kingdom Menswear in the United States Metals & Mining in Argentina Metals & Mining in Asia-Pacific Metals & Metals & Metals & Mining in Canada Metals & Mining in Chile Metals & Mining in China Metals & Mining in Colombia Metals & Mining in Europe Metals & Mining in France Metals & Mining in Germany Metals & Mining in Hungary Metals & Metals & Mining in Italy Metals & Metals & Mining in Mexico Metals & Mining in Norway Metals & Mining in Poland Metals & Mining in Russia Metals & Mining in Singapore Metals & Mining in South Africa Metals & Mining in South Korea Metals & Mining in Spain Metals & Mining in Sweden Metals & Mining in Taiwan Metals & Mining in the Czech Republic Metals & Mining in the Netherlands Metals & Mining in the United Kingdom Metals & Mining in the United States Metals & Mining in Venezuela Milk in Asia-Pacific Milk in Europe Milk in France Milk in Germany Milk in Ireland Milk in Japan Milk in Portugal Milk in the United Kingdom Milk in the United States Mobile Phones in Asia-Pacific Mobile Phones in Australia Mobile Phones in Belgium Mobile Phones in Brazil Mobile Phones in Canada Mobile Phones in China Mobile Phones in Europe Mobile Phones in France Mobile Phones in Germany Mobile Phones in India Mobile Phones in Italy Mobile Phones in Japan Mobile Phones in Mexico Mobile Phones in Singapore Mobile Phones in South Africa Mobile Phones in Spain Mobile Phones in the Netherlands Mobile Phones in the United Kingdom Mobile Phones in the United States Motor Insurance in Asia-Pacific Motor Insurance in Europe Motor Insurance in France Motor Insurance in Germany Motor Insurance in Japan Motor Insurance in the United Kingdom Motor Insurance in the United States Motorcycles in Asia-Pacific Motorcycles in Australia Motorcycles in Brazil Motorcycles in Canada Motorcycles in China Motorcycles in Europe Motorcycles in France Motorcycles in Germany Motorcycles in India Motorcycles in Italy Motorcycles in Japan Motorcycles in Mexico Motorcycles in Russia Motorcycles in Singapore Motorcycles in South Africa Motorcycles in Spain Motorcycles in the United Kingdom Motorcycles in the United States Movies & Entertainment in France Movies & Entertainment in Germany Movies & Entertainment in the United Kingdom Movies & Entertainment in the United States Networking Equipment in Asia-Pacific Networking Equipment in Belgium Networking Equipment in Canada Networking Equipment in China Networking Equipment in Europe Networking Equipment in France Networking Equipment in Germany Networking Equipment in Italy Networking Equipment in Japan Networking Equipment in Spain Networking Equipment in the Netherlands Networking Equipment in the United Kingdom Networking Equipment in the United States New Cars in Asia-Pacific New Cars in Australia New Cars in Belgium New Cars in Brazil New Cars in Canada New Cars in China New Cars in Denmark New Cars in Eastern Europe New Cars in Europe New Cars in France New Cars in Germany New Cars in Hungary New Cars in India New Cars in Italy New Cars in Japan New Cars in Mexico New Cars in North America New Cars in Norway New Cars in Poland New Cars in Russia New Cars in Singapore New Cars in South Africa New Cars in South America New Cars in South Korea New Cars in Spain New Cars in Sweden New Cars in Taiwan New Cars in the Czech Republic New Cars in the Netherlands New Cars in the United Kingdom New Cars in the United States New Cars in Western Europe Newspapers in Asia-Pacific Newspapers in Belgium Newspapers in Canada Newspapers in China Newspapers in Europe Newspapers in France Newspapers in Germany Newspapers in Italy Newspapers in Japan Newspapers in Spain Newspapers in the Netherlands Newspapers in the United Kingdom Newspapers in the United States Non-Life Insurance in Asia-Pacific Non-Life Insurance in Australia Non-Life Insurance in Belgium Non-Life Insurance in Brazil Non-Life Insurance in Canada Non-Life Insurance in China Non-Life Insurance in Denmark Non-Life Insurance in Europe Non-Life Insurance in France Non-Life Insurance in Germany Non-Life Insurance in Hungary Non-Life Insurance in India Non-Life Insurance in Italy Non-Life Insurance in Japan Non-Life Insurance in Mexico Non-Life Insurance in Norway Non-Life Insurance in Poland Non-Life Insurance in Russia Non-Life Insurance in Singapore Non-Life Insurance in South Africa Non-Life Insurance in South Korea Non-Life Insurance in Spain Non-Life Insurance in Sweden Non-Life Insurance in Taiwan Non-Life Insurance in the Czech Republic Non-Life Insurance in the Netherlands Non-Life Insurance in the United Kingdom Non-Life Insurance in the United States Office Services & Supplies in Asia-Pacific Office Services & Supplies in Europe Office Services & Supplies in France Office Services & Supplies in Germany Office Services & Supplies in Japan Office Services & Supplies in the United Kingdom Office Services & Supplies in the United States Oil & Gas in Asia-Pacific Oil & Gas in Australia Oil & Gas in Belgium Oil & Gas in Brazil Oil & Gas in Canada Oil & Gas in China Oil & Gas in Denmark Oil & Gas in Europe Oil & Gas in France Oil & Gas in Germany Oil & Gas in Hungary Oil & Gas in India Oil & Gas in Italy Oil & Gas in Japan Oil & Gas in Mexico Oil & Gas in Norway Oil & Gas in Poland Oil & Gas in Russia Oil & Gas in Singapore Oil & Gas in South Africa Oil & Gas in South Korea Oil & Gas in Spain Oil & Gas in Sweden Oil & Gas in Taiwan Oil & Gas in the Czech Republic Oil & Gas in the Netherlands Oil & Gas in the United Kingdom Oil & Gas in the United States Oils & in Ireland Oils & Fats in Portugal Online Retail in France Online Retail in Germany Online Retail in the United Kingdom Online Retail in the United States Oral Hygiene in Asia-Pacific Oral Hygiene in Europe Oral Hygiene in France Oral Hygiene in Germany Oral Hygiene in Japan Oral Hygiene in the United Kingdom Oral Hygiene in the United States Organic Food in Asia-Pacific Organic Food in Europe Organic Food in France Organic Food in Germany Organic Food in Japan Organic Food in the United Kingdom Organic Food in the United States OTC Pharmaceuticals in Asia-Pacific OTC Pharmaceuticals in Australia OTC Pharmaceuticals in Belgium OTC Pharmaceuticals in Brazil OTC Pharmaceuticals in Canada OTC Pharmaceuticals in China OTC Pharmaceuticals in Denmark OTC Pharmaceuticals in Egypt OTC Pharmaceuticals in Europe OTC Pharmaceuticals in France OTC Pharmaceuticals in Germany OTC Pharmaceuticals in Hungary OTC Pharmaceuticals in India OTC Pharmaceuticals in Israel OTC Pharmaceuticals in Italy OTC Pharmaceuticals in Japan OTC Pharmaceuticals in Mexico OTC Pharmaceuticals in Norway OTC Pharmaceuticals in Poland OTC Pharmaceuticals in Russia OTC Pharmaceuticals in Saudi Arabia OTC Pharmaceuticals in Singapore OTC Pharmaceuticals in South Africa OTC Pharmaceuticals in South Korea OTC Pharmaceuticals in Spain OTC Pharmaceuticals in Sweden OTC Pharmaceuticals in Taiwan OTC Pharmaceuticals in the Czech Republic OTC Pharmaceuticals in the Netherlands OTC Pharmaceuticals in the United Arab Emirates OTC Pharmaceuticals in the United Kingdom OTC Pharmaceuticals in the United States Paints & Coatings in Asia-Pacific Paints & Coatings in Europe Paints & Coatings in France Paints & Coatings in Germany Paints & Coatings in Japan Paints & Coatings in the United Kingdom Paints & Coatings in the United States PCs in Asia-Pacific PCs in Belgium PCs in Canada PCs in China PCs in Europe PCs in France PCs in Germany PCs in Italy PCs in Japan PCs in Spain PCs in the Netherlands PCs in the United Kingdom PCs in the United States Personal Hygiene in Asia-Pacific Personal Hygiene in Australia Personal Hygiene in Brazil Personal Hygiene in Canada Personal Hygiene in China Personal Hygiene in Europe Personal Hygiene in France Personal Hygiene in Germany Personal Hygiene in India Personal Hygiene in Ireland Personal Hygiene in Italy Personal Hygiene in Japan Personal Hygiene in Mexico Personal Hygiene in Portugal Personal Hygiene in Russia Personal Hygiene in Singapore Personal Hygiene in South Africa Personal Hygiene in Spain Personal Hygiene in the United Kingdom Personal Hygiene in the United States Personal Products in Asia-Pacific Personal Products in Europe Personal Products in France Personal Products in Germany Personal Products in Japan Personal Products in the United Kingdom Personal Products in the United States Pet Care in Asia-Pacific Pet Care in Canada Pet Care in China Pet Care in Europe Pet Care in France Pet Care in Germany Pet Care in India Pet Care in Japan Pet Care in the United Kingdom Pet Care in the United States Pharmaceuticals in Asia-Pacific Pharmaceuticals in Australia Pharmaceuticals in Belgium Pharmaceuticals in Brazil Pharmaceuticals in Canada Pharmaceuticals in China Pharmaceuticals in Denmark Pharmaceuticals in Europe Pharmaceuticals in France Pharmaceuticals in Germany Pharmaceuticals in Hungary Pharmaceuticals in India Pharmaceuticals in Italy Pharmaceuticals in Japan Pharmaceuticals in Mexico Pharmaceuticals in New Zealand Pharmaceuticals in Norway Pharmaceuticals in Poland Pharmaceuticals in Russia Pharmaceuticals in Singapore Pharmaceuticals in South Africa Pharmaceuticals in South Korea Pharmaceuticals in Spain Pharmaceuticals in Sweden Pharmaceuticals in Taiwan Pharmaceuticals in the Czech Republic Pharmaceuticals in the Netherlands Pharmaceuticals in the United Kingdom Pharmaceuticals in the United States Popcorn in Ireland Potato Chips in Ireland Potato Chips in Portugal Power Generation in Asia-Pacific Power Generation in Belgium Power Generation in Canada Power Generation in China Power Generation in Europe Power Generation in France Power Generation in Germany Power Generation in Italy Power Generation in Japan Power Generation in Spain Power Generation in the Netherlands Power Generation in the United Kingdom Power Generation in the United States Profit Foodservice in Asia-Pacific Profit Foodservice in Belgium Profit Foodservice in Canada Profit Foodservice in China Profit Foodservice in Europe Profit Foodservice in France Profit Foodservice in Germany Profit Foodservice in Italy Profit Foodservice in Japan Profit Foodservice in Spain Profit Foodservice in the Netherlands Profit Foodservice in United Kingdom Profit Foodservice in United States Publishing in Asia-Pacific Publishing in Belgium Publishing in Canada Publishing in China Publishing in Europe Publishing in France Publishing in Germany Publishing in Italy Publishing in Japan Publishing in Spain Publishing in the Netherlands Publishing in the United Kingdom Publishing in the United States Railroads in France Railroads in Germany Railroads in the United Kingdom Railroads in the United States Ready Meals in Asia-Pacific Ready Meals in Europe Ready Meals in France Ready Meals in Germany Ready Meals in Japan Ready Meals in the United Kingdom Ready Meals in the United States Replacement Car & Van Tires in Europe Replacement Car & Van Tires in France Replacement Car & Van Tires in Germany Replacement Car & Van Tires in Italy Replacement Car & Van Tires in Spain Replacement Car & Van Tires in the Netherlands Replacement Car & Van Tires in the United Kingdom Residential Mortgages in Asia-Pacific Residential Mortgages in Belgium Residential Mortgages in Canada Residential Mortgages in China Residential Mortgages in Europe Residential Mortgages in France Residential Mortgages in Germany Residential Mortgages in Italy Residential Mortgages in Japan Residential Mortgages in Spain Residential Mortgages in the Netherlands Residential Mortgages in the United Kingdom Residential Mortgages in the United States Retail Lending in Asia-Pacific Retail Lending in Europe Retail Lending in France Retail Lending in Germany Retail Lending in Japan Retail Lending in the United Kingdom Retail Lending in the United States Retail Savings & investments in Asia-Pacific Retail Savings & investments in Europe Retail Savings & investments in France Retail Savings & investments in Germany Retail Savings & investments in Japan Retail Savings & investments in the United Kingdom Retail Savings & investments in the United States Road & Rail in Asia-Pacific Road & Rail in Australia Road & Rail in Belgium Road & Rail in Brazil Road & Rail in Canada Road & Rail in China Road & Rail in Denmark Road & Rail in Europe Road & Rail in France Road & Rail in Germany Road & Rail in Hungary Road & Rail in India Road & Rail in Italy Road & Rail in Japan Road & Rail in Mexico Road & Rail in Norway Road & Rail in Poland Road & Rail in Russia Road & Rail in Singapore Road & Rail in South Africa Road & Rail in South Korea Road & Rail in Spain Road & Rail in Sweden Road & Rail in Taiwan Road & Rail in the Czech Republic Road & Rail in the Netherlands Road & Rail in the United Kingdom Road & Rail in the United States Road Freight in France Road Freight in Germany Road Freight in the United Kingdom Road Freight in the United States Savory Snacks in Asia-Pacific Savory Snacks in Australia Savory Snacks in Belgium Savory Snacks in Brazil Savory Snacks in Canada Savory Snacks in China Savory Snacks in Denmark Savory Snacks in Europe Savory Snacks in France Savory Snacks in Germany Savory Snacks in Hungary Savory Snacks in India Savory Snacks in Ireland Savory Snacks in Italy Savory Snacks in Japan Savory Snacks in Mexico Savory Snacks in Norway Savory Snacks in Poland Savory Snacks in Portugal Savory Snacks in Russia Savory Snacks in Singapore Savory Snacks in South Africa Savory Snacks in South Korea Savory Snacks in Spain Savory Snacks in Sweden Savory Snacks in Taiwan Savory Snacks in the Czech Republic Savory Snacks in the Netherlands Savory Snacks in the United Kingdom Savory Snacks in the United States Semiconductors in Asia-Pacific Semiconductors in Europe Semiconductors in France Semiconductors in Germany Semiconductors in Japan Semiconductors in the United Kingdom Semiconductors in the United States Service Stations in Asia-Pacific Service Stations in Europe Service Stations in France Service Stations in Germany Service Stations in Japan Service Stations in the United Kingdom Service Stations in the United States Skin Care in Portugal Skincare in Asia-Pacific Skincare in Europe Skincare in France Skincare in Germany Skincare in Ireland Skincare in Japan Skincare in the United Kingdom Skincare in the United States Soap in Ireland Soap in Portugal Soft Drinks in Asia-Pacific Soft Drinks in Australia Soft Drinks in Austria Soft Drinks in Belgium Soft Drinks in Brazil Soft Drinks in Bulgaria Soft Drinks in Canada Soft Drinks in China Soft Drinks in Denmark Soft Drinks in Europe Soft Drinks in France Soft Drinks in Germany Soft Drinks in Hungary Soft Drinks in India Soft Drinks in Ireland Soft Drinks in Italy Soft Drinks in Japan Soft Drinks in Mexico Soft Drinks in Norway Soft Drinks in Poland Soft Drinks in Portugal Soft Drinks in Russia Soft Drinks in Singapore Soft Drinks in South Africa Soft Drinks in South Korea Soft Drinks in Spain Soft Drinks in Sweden Soft Drinks in Taiwan Soft Drinks in the Czech Republic Soft Drinks in the Netherlands Soft Drinks in the United Kingdom Soft Drinks in the United States Soft Drinks in Turkey Software in Asia-Pacific Software in Australia Software in Belgium Software in Brazil Software in Canada Software in China Software in Denmark Software in Europe Software in France Software in Germany Software in Hungary Software in India Software in Italy Software in Japan Software in Mexico Software in Norway Software in Poland Software in Russia Software in Singapore Software in South Africa Software in South Korea Software in Spain Software in Sweden Software in Taiwan Software in the Czech Republic Software in the Netherlands Software in the United Kingdom Software in the United States Spirits in Asia-Pacific Spirits in Australia Spirits in Belgium Spirits in Brazil Spirits in Canada Spirits in China Spirits in Denmark Spirits in Europe Spirits in France Spirits in Germany Spirits in Hungary Spirits in India Spirits in Ireland Spirits in Italy Spirits in Japan Spirits in Mexico Spirits in Norway Spirits in Poland Spirits in Portugal Spirits in Russia Spirits in Singapore Spirits in South Africa Spirits in South Korea Spirits in Spain Spirits in Sweden Spirits in Taiwan Spirits in the Czech Republic Spirits in the Netherlands Spirits in the United Kingdom Spirits in the United States Sports Equipment in Asia-Pacific Sports Equipment in Europe Sports Equipment in France Sports Equipment in Germany Sports Equipment in Japan Sports Equipment in the United Kingdom Sports Equipment in the United States Steel in Asia-Pacific Steel in Australia Steel in Brazil Steel in Canada Steel in in Europe Steel in France Steel in Germany Steel in India Steel in Italy Steel in Japan Steel in Mexico Steel in Spain Steel in the United Kingdom Steel in the United States Sugar Confectionery in Ireland Sugar Confectionery in Portugal Suncare in Asia-Pacific Suncare in Europe Suncare in France Suncare in Germany Suncare in Ireland Suncare in Japan Suncare in Portugal Suncare in the United Kingdom Suncare in the United States Textile Washing Products in Asia-Pacific Textile Washing Products in Europe Textile Washing Products in France Textile Washing Products in Germany Textile Washing Products in the United Kingdom Textile Washing Products in the United States Textiles in Asia-Pacific Textiles in Belgium Textiles in Canada Textiles in China Textiles in Europe Textiles in France Textiles in Germany Textiles in Italy Textiles in Japan Textiles in Spain Textiles in the Netherlands Textiles in the United Kingdom Textiles in the United States Tobacco in Asia-Pacific Tobacco in Australia Tobacco in Belgium Tobacco in Brazil Tobacco in Canada Tobacco in China Tobacco in Denmark Tobacco in Europe Tobacco in France Tobacco in Germany Tobacco in Hungary Tobacco in India Tobacco in Italy Tobacco in Japan Tobacco in Mexico Tobacco in Norway Tobacco in Poland Tobacco in Russia Tobacco in Singapore Tobacco in South Africa Tobacco in South Korea Tobacco in Spain Tobacco in Sweden Tobacco in Taiwan Tobacco in the Czech Republic Tobacco in the Netherlands Tobacco in the United Kingdom Tobacco in the United States Toys & Games in Asia-Pacific Toys & Games in Europe Toys & Games in France Toys & Games in Germany Toys & Games in Japan Toys & Games in the United Kingdom Toys & Games in the United States Transportation Services in France Transportation Services in Germany Transportation Services in the United Kingdom Transportation Services in the United States Trucks in Asia-Pacific Trucks in Australia Trucks in Brazil Trucks in Canada Trucks in China Trucks in Europe Trucks in France Trucks in Germany Trucks in India Trucks in Italy Trucks in Japan Trucks in Mexico Trucks in Russia Trucks in Singapore Trucks in South Africa Trucks in Spain Trucks in the United Kingdom Trucks in the United States TV & Video in Asia-Pacific TV & Video in Europe TV & Video in France TV & Video in Germany TV & Video in Japan TV & Video in the United Kingdom TV & Video in the United States Used Cars in Belgium Used Cars in Europe Used Cars in France Used Cars in Germany Used Cars in Italy Used Cars in Spain Used Cars in the Netherlands Used Cars in the United Kingdom Used Cars in the United States Utilities in Asia-Pacific Utilities in Australia Utilities in Belgium Utilities in Brazil Utilities in Canada Utilities in China Utilities in Denmark Utilities in Eastern Europe Utilities in Europe Utilities in France Utilities in Germany Utilities in Hungary Utilities in India Utilities in Italy Utilities in Japan Utilities in Mexico Utilities in North America Utilities in Norway Utilities in Poland Utilities in Russia Utilities in Singapore Utilities in South Africa Utilities in South America Utilities in South Korea Utilities in Spain Utilities in Sweden Utilities in Taiwan Utilities in the Czech Republic Utilities in the Netherlands Utilities in the United Kingdom Utilities in the United States Utilities in Western Europe Water Utilities in Asia-Pacific Water Utilities in Australia Water Utilities in Belgium Water Utilities in Brazil Water Utilities in Canada Water Utilities in China Water Utilities in Denmark Water Utilities in Europe Water Utilities in France Water Utilities in Germany Water Utilities in Hungary Water Utilities in India Water Utilities in Italy Water Utilities in Japan Water Utilities in Mexico Water Utilities in Norway Water Utilities in Poland Water Utilities in Russia Water Utilities in Singapore Water Utilities in South Africa Water Utilities in South Korea Water Utilities in Spain Water Utilities in Sweden Water Utilities in Taiwan Water Utilities in the Czech Republic Water Utilities in the Netherlands Water Utilities in the United Kingdom Water Utilities in the United States Wine in Asia-Pacific Wine in Australia Wine in Belgium Wine in Brazil Wine in Canada Wine in China Wine in Denmark Wine in Europe Wine in France Wine in Germany Wine in Hungary Wine in India Wine in Ireland Wine in Italy Wine in Japan Wine in Mexico Wine in Norway Wine in Poland Wine in Portugal Wine in Russia Wine in Singapore Wine in South Africa Wine in South Korea Wine in Spain Wine in Sweden Wine in Taiwan Wine in the Czech Republic Wine in the Netherlands Wine in the United Kingdom Wine in the United States Wireless Telecommunication Services in Asia-Pacific Wireless Telecommunication Services in Belgium Wireless Telecommunication Services in Canada Wireless Telecommunication Services in China Wireless Telecommunication Services in Europe Wireless Telecommunication Services in France Wireless Telecommunication Services in Germany Wireless Telecommunication Services in Italy Wireless Telecommunication Services in Japan Wireless Telecommunication Services in New Zealand Wireless Telecommunication Services in Spain Wireless Telecommunication Services in the Netherlands Wireless Telecommunication Services in the United Kingdom Wireless Telecommunication Services in the United States Womenswear in Asia-Pacific Womenswear in Australia Womenswear in Belgium Womenswear in Brazil Womenswear in Canada Womenswear in China Womenswear in Denmark Womenswear in Europe Womenswear in France Womenswear in Germany Womenswear in Hungary Womenswear in India Womenswear in Italy Womenswear in Japan Womenswear in Mexico Womenswear in Norway Womenswear in Poland Womenswear in Russia Womenswear in Singapore Womenswear in South Africa Womenswear in South Korea Womenswear in Spain Womenswear in Sweden Womenswear in Taiwan Womenswear in the Czech Republic Womenswear in the Netherlands Womenswear in the United Kingdom Womenswear in the United States Yogurt in Ireland Yogurt in Portugal 50 Lessons Videos from Skillsoft These 5-minute instructional videos are excellent teaching and learning tools for business students and business leaders alike. CEOs, managers, and business professors offer their first-hand knowledge and experiences from the business world on topics like leadership, management, productivity, innovation and creativity. Video Title Listen

Challenge Ideas Not People

Tough Conversations

Clarity

Bright Ideas

The Desire to Know

More Is Better

Accept New Ideas

Perception

Keep It Simple

Change: Make It Happen

Messiness

Evolution

Involve Your People

The Way We Work

Don't Overdo It

Rapid Growth

Mergers & Acquisitions Execution

It Takes Time

Merging Cultures

Unlocking Potential

Trust, Develop, Stretch

Helicopter Quality

The Head Gardener

Passion

Workers & Innovators

The Opera Singer

Teamwork

The Young Monks

Eliminate Blame

Be Honest

Transformational Goals

The CEO Sets The Tone

Corporate Social Responsibility Acting Without Consensus

Pace, Don't Lead

Learning From Mistakes

Satisfying Customers Professionalism

Managing Failure

Balancing Creative & Financial Attention To Detail

Managing Projects

Running Out Of Cash

Striking Deals

Persistence

Luck

New Ventures

International Business

Judgment Calls

Relationships, Not Partnerships

Legacy Products

Matching People To Strategy

Letting People Go

No Brand is Immortal

Always Be Resilient

Be A Good Mentor

Be Tough But Compassionate Bland's Law

Building A Brand

Change Today, Not Tomorrow

Climbing The Promotion Ladder Cost Savings

Creating An Internal Market Place Cut The Jargon

Defining Problems Correctly

Developing Leaders

Diversity In Teams

Don't Delay Change

Ethics

Exceed Expectations

Exercise Caution

Getting Out Of The Boardroom Growing A Retail Business

Handling Adversity

Instigating Change

Know When To Leave

Listening To Customers

Managing Creative Talent

Open Up Communication

Passion & Energy People Selection Post-Merger

Reducing Cycle Time

Seize Opportunities

Smelling A Rat

Stick To Business Principles

Structuring Your Organization

Succession Planning

Supplier Relationships

Surround Yourself With Good People The Essence Of The Entrepreneur The Future

The Humble Boss

The Internal Grapevine

The Omnipotent Boss

The Perils Of Opinion Surveys

The Takeover

The Unions

Understanding People's Agendas The Impact Of Strategic Leadership

Investing In Culture Change

Finding Hidden Reserves Of Performance Avoid Uncertainty Dealing With Opposition To Culture Change The Positive Effect Of Letting People Go

How To Let People Go

Management Revolution

Focus On Strengths

Work As A Learning Experience Be Prepared For The Future

Acquisition & Execution

The Power Of The Story

Profits & Principles

Difficulties Of Diversifying

Communicating Your Brand

Openness

Never Give An Ultimatum

The DNA Of The Entrepreneur

Beware of Marketing

Enthusiasm

The Benefits Of Micro- Management Winning Teams Must Change

Dealing With High- Maintenance Individuals Complacency Listening At All Levels

Never Run Out Of Cash

Always Have A Way Out

The Impact Of Technology

What You Don't Know

Recruit Talent, Not Experience

Focus On Four Or Five Things

Never Turn Down A Media Request Involve Key People In Setting Direction Looking After Your People

Doing The Right Thing

Competitive Individuals Create Competitive TheBusinesses Customers Perspective

Team Leaders Need To Be Team Players Working In Partnership

Planning A Campaign

Repositioning An Organization

The Role Of Trade Associations Approaches To Corporate Social Responsibility

Branded

Your Relationship With The Public Moving Into New Markets

Brand & Reputation

The Importance Of A Visible Leader Take Initiative

Walk The Talk

Ethical Business Is Good Business If You Don't Know, Ask

Persevere And Achieve The Unexpected The Benefits Of Treating People Well Surround Yourself With The Best Have The Courage Of Your Own Conviction Living With The Media

Persevere In The Face Of Adversity Integrating Cultures

Local Vs. Global

Re-inventing An Organization

The New Consumer

Innovation In Marketing Building On Values

Passion & Commitment

Keeping Control Of Cash

Never Assume You Have Gotten Rid Of A Risk Asking The Right Questions

Putting Business Interests Above Personalities Interpret Numbers With Care

Deliver Bad News Quickly

The '3M' Approach To Management Understanding The Consumer

Motivating Through Communication

Merging Top Teams

Setting Clear And Achievable Goals Organizational Structure And Accountability Avoid Creating A Risk-Averse Culture

Generating Cash

Allocating Capital And Picking Winners Making Deals Work

Changing The Marketplace

Always Ask The Consumer

Succeeding Against The Giants Having Faith In Your Idea Recruit For Will Rather Than Skill Constant Innovation

Having A Long-Term Vision

Mission And Vision

Overcoming Obstacles

Turning A Threat Into An Opportunity The Self-Reliant Leader

Learn When To Follow Your Instincts Don't Become Over-Reliant On Advisors Repeat Your Message Simply And Consistently Setting The Right Tone At The Top Always Deliver Honest Feedback Looking Outside To Maximize Potential Having The Courage Of Your Convictions Respect And Value Every Individual's Contribution The Front Line Is The Bottom Line Diversity Of Experience Creates Opportunity The Need To Measure And Explain CSR Setting A Leadership Tone

Dealing With Negative Behavior In The Work Place Building Culture Informally

Successfully Marketing New Products Focus On Your Core Territory

The Risks Of Diversification

The Pitfalls Of Starting A New Business Keeping Peace Between People Hire People With Integrity

Control Your Own Distribution

Value Front Line Contributions

Visible Leadership

Beware of Communication Bottlenecks Breaking Down The Silos

The Person On The Ground Knows Best Cultivate Leaders At All Levels Smart Managers Don't Repeat Mistakes Business Partners

The Big Wins Outweigh The Setbacks Stick To What You Enjoy

Use Debt, Not Equity

Aim Big, Then Deliver

Researching And Understanding Markets Risk And Innovation Empower Your People To Deliver Identifying And Developing Leaders Never Take No For An Answer

Establish Credibility Early

Selecting The Right Business Partner Luck, Timing And Industry Trends Generating Buzz Through Smart PR

Investing In Future Talent

Creating A Change Culture

The Art Of Subtle Selling

Knowing When To Create A Small, Focused Team

Creating Teams From Different Disciplines

Be Clear What The Aim Is

Follow It Up

Talk To Those Who Do The Work Seek Simplicity And You'll Get It Devote Time To Finding Leaders The Art Of The Turnaround

Change Fatigue

Listen To The Changing Needs Of The Consumer Monitor Your Business Environment And Anticipate Change Invest Time In Building Teams

Smart Cost Reduction

Effective Corporate Governance Use Emotional Discipline When Handling Risk Change Is Simple

Reforming Public Sector Behavior The Upside Of Concentrating Risk Exploiting The Value Of Public Sector Partnerships Learning From A Big Failure

Entrepreneurial Marketing

Make Or Break Decisions

The Real Money's Made On Timing

Building Trust Between Teams

Finding The Answers Within

Creating A High-Performance Team Motivating People After An Acquisition Beware Of Committees

Be Persistent

Use Emotion Sparingly

Treat People As Equals

Beware Of Optimistic Forecasts Don't Clone Yourself When Building A Team Focus R&D Spending On The Big Prizes Don't Assume Wisdom Comes With Age Behavior Is The Language Of International Business Changing The Composition Of Your Board Communicating Through Uncertain Times

Dealing With Bullying

Driving Change

Learn From Outside Your Organization

Delivering On A Bold Vision

Passion Leads To Opportunities

Quality Is What Sells

Let Ideas Breathe

Stick To Your Guns

The Personal Sacrifice Of The Entrepreneur

Don't Take It Personally

Managing Artists

Stick To What You're Good At Solve Problems, Not Symptoms Praise And Support, Not Targets And Blame Balance Advice With Your Own Judgment Be Prepared To Say No

Communication Means Listening, Not Talking Don't Sit On Bad News In Project Management Seize Opportunities and Move Decisively Stick To Your Principles

Getting The Best Out Of A Diverse Team Leadership Is What You Do, Not What You Say Leaders Are Made, Not Born

Understanding And Serving Your People Establish Your Personal Brand

Communicate Your Strategy Clearly Leadership Is Not A Popularity Contest Dignity In The Workplace

Credibility Comes From Delivery There Is Life After Tragedy

Having Courage In Difficult Times

Timing Your Entry Into New Markets Maintain Ethics In Difficult Conditions

Changing To A Business Unit Structure

Judge's Gambit: Financing A Restructuring After A Management Buyout

Investing To Bring About Social Change Effecting Change Through Active Engagement With TheStakeholders Leadership Challenge In The Public Sector Hang On To What's Good In Times Of Change Don't Over-Detail

Effective Leadership Styles

Clear Direction From The Top

The Confidence

Don't Take A Job For Life

Do Your Diligence On Prospective Employers Be Accessible

Time Management Is Only Effective With A Sound Strategy The Art Of The Elevator Pitch

You Can't Praise Enough Adjusting To Internal Promotion

The Clash Of Public And Private Sector Cultures

Championing Diversity

Partnership Fatigue In The Public Sector Finding The Flowers Amongst The Weeds

Beyond Business As Usual

The Power Of Good Conversation Make Time For The Unexpected

Cooperation vs. Competition

Building Brand Awareness

Balancing Entrepreneurial & Plc Cultures

The Benefits Of An Entrepreneurial Economy Brand Extension

Instigating Change By Asking The Right Questions The Role Of The Mentor

Building A Dream Team

Encouraging Entrepreneurial Thinking In Large Companies Only Hire People You Like The 'No Asshole' Rule

Changing A Culture To Create A New Market Ethics: The Balance Of Information The Power Of Educating Consumers Profitable Philanthropy

The Six Components Of Ethical Decision-Making Turning Your Customers Into Your R&D Force Finding Solutions For A Successful Turnaround

You Can't Delegate Vision And Values To A Committee Choose Your Words Carefully

Matching Your Actions To Your Words Don't Deliver Bad News Badly

Change Is Good

Adapt Your Leadership Style For Each Individual If You're Not Getting Better, You're Getting Worse Make The Tough Call, Then Act Make Painful Changes In Good Times, Not Bad Being The "O" In A Group of "X's" You Don't Need A Formal Position To Make Things PrepareHappen Thoroughly & Know Your Audience Restoring Confidence

Tactics For Early Career Advancement The Business Case For Gender Diversity

Good Leaders Need To Be Good Teachers

Listen, Question And Engage Beyond The Superficial Trust Is The Key To Winning Business The Virtuous Circle Of Competence And Confidence

The Essence Of Management Is Human Sensitivity Integrity And Trust Deliver Results The Long Range View Over Short Term Expediency Service Beyond The Call Of Duty The Transferability Of Management Talent The Importance Of Being Fulfilled In Your Job Improving Quality Means Involving Everyone Work On What You Can Control Concentrating On The Core Aspects Of Your Business Change Comes Through Consistent Communication Creativity And Routine Work Are Hard To Mix

The Smart-Talk Trap

Testing Before Implementing

Quick Change

The Impact Of Strategic Storytelling Embrace Measured Risk Taking Remove People Sooner Rather Than Later You Can't Predict The Future, But You Can Plan For It Managing Through A

Creating The Appropriate Work/Life Balance Using Feedback To Become A More Effective Leader Don't Let The Leader Become The Brand

The Case For Creating Flexibility Programs

Use The Media To Achieve Your Business Goals

Learn When To Say 'No' To New Business Opportunities

Seek Affirmation From Your Clients, Not Your Peers

Achieving Work-Life Balance

Invest In Your Professional Credibility

Don't Let Bureaucracy Block Change

Populate Your Inner Circle With Experts Find Your Personal Communication Style Balancing Strong Behaviors & Strong Results

You've Got To Bet Big To Win Big Involving Customers In The Change Process

Leadership 24/7

Success In Succession

The Five Stages Of A Turnaround

Innocence And Violence

The Senior Stakeholder Protection Business

Listening To The Periphery

A Designed Life

Embracing Conflict

Forging Your Own Career Path

Holding Your Nerve When Making Unpopular Calls

Leading People Through Change

No Girls 'Aloud'

Seek Out Your Mentors

Relying On Strong Values In A Crisis Pick The Right Moment To Fight Prejudice

Training People To Manage In An Increasingly Complex World Believe In The Power Of One

Business Must Be Inclusive

Take Ownership Of Your Own Development

Leaders Sit In A Powerful Spotlight

Hearing The Unspoken

Staging Significant Moments

Always Be On The Lookout For Big Ideas

The Night That Changed The Course Of Television History Snatching Victory From The Jaws Of Defeat

If You're In A Fight Make Sure You Win

Fostering The Growth Of Women-Led Businesses

Having The Courage To Break Away From The Pack Nothing Succeeds Like Success Bridging The Knowing-Doing Gap

Profiting From Evidence-Based Management

See The World From Other People's Perspective

Recruiting Mentors

How Leaders Should Create A Culture Of Growth

Human Capital Is The Basis For Competitive Advantage

Love What You Do

Early Experiences Shape Our Understanding Of Leadership

A Leader Is Shaped By His Team

Organizational Layers Can Dilute Creativity Address The Lowlights Before The Highlights

Delegate Responsibility In Order To Move With Speed Don't Let Success Stifle Fresh Thinking Standardize Practices Across Business Functions

Use Templates To Standardize Reporting

Communicate Directly & Honestly With Investors Creating Financial Acumen Within Your Company Developing Global Citizens

How To Make A Successful Acquisition

Never Lose Integrity

Make It Your Business To Know Your Customers

Articulating An Environmental Vision

One Company Can Influence Whole Industries

Treat Other People's Money As If It Were Your Own

The Business Case For Sustainability

Seven To Sustainability

To Win Big You Have To Risk Losing Big

Focus On Your Biggest Clients

Never Criticize Your Predecessors

Get Senior Management To Experience Your Challenges

Know When To Fold Your Hand Your Business Is The Training And Development Of Your BePeople A Servant Leader

The Two Sides Of Grace

Finding Meaning In Your Corporate Objectives

All Jobs Have Dignity & Worth

Storytelling Brings Theory To Life

Three Essential Attributes For Career Advancement

The Transition From Management To Leadership

The Challenges And Opportunities For Women In TheManagement Rule Of Adjacency In M&A

Setting Expectations Is A Key Skill

Techniques For Hiring Well

Shared Values Breed Efficiency

Identify And Build On People's Strengths

Do What You're Great At, Hire Great People To Do The Rest Creating A Unique Multi- Channel Customer Experience If You're Going To Lead, Trust Your Judgment

Great Brands Are Built On Lasting Values Do What You Love

Non-Executives Need Access To Good Information

Overcoming Change Resistors

The Pitfalls Of Individual Incentive Plans

Implementing A Performance Management System

Defining The HR Function

Three Management Models That Organizations Can Adopt

Professionalism Can Overcome Racism In Business

Dress For Success

Know Your Client And Understand Their Business

The Importance Of Education And Mentoring

Be Prepared For Adverse Business Conditions Care For Your People, And Really Mean It Never Forget The Importance Of Details

Be Alert To New Opportunities

Seek Out Ways To Share Best Practice

Pay Attention To Your Surroundings At All Times Know Your Structural Advantages And Weaknesses ViewAt All AdversityTimes As An Opportunity The Complexities Of Structuring Investment And RecruitBoards The Best People Inside And Outside Your Organization It Is Better To Be Clear Than To Be Right

Defining A New Market

Targeting Your Market

Rising From The Ashes After A Crisis

Creating A Brand Out Of Thin Air

Being Honest Prevents Failure & Amplifies Opportunity

Prove Your Concept Before Expanding

The Experts Aren't Always Right Raising Capital

Proving Your Worth To Investors Plan For Disaster

Hire People Who Share Your Values

Knock Down Barriers To Get Where You Need To Go Raising Money Is Like A Sales Process The Band Is More Important Than The Soloist

HR's Role In The Boardroom

You Can't Talk Your Way Out Of What You Behave Your Way In TheTo Limitations Of PowerPoint Presentations Fostering Diversity Of Thinking

Harnessing Chaos

Make It Comfortable To Take A Risk

Recognize That Talent Is The Scarce Resource

Restoring Belief In A Struggling Business

Step Out Of Your Comfort Zone Take Risks On People With Potential Learning How To Change Attitudes Give Honest And Constructive Real-Time Feedback Leaders Must Reach Out To Their People Weathering The Perfect Storm

You Must Adapt To Change

Leveraging Partnerships To Grow Your Business

The Advantage Of An In-House Attorney

Maximizing Investors: Contributions

Building A Company Of All- Stars

If You Don't Have Quality Products, You Don't Have A BewareCompany Of Over-Producing Stock During Rapid Growth

As Companies Grow, Roles And Responsibilities Change

Business Is Sink Or Swim

Overcoming Adversity And Achieving Success

The Benefits Of Promoting From Within

In A Crisis, Take Control

Welfare To Millionaire Finding Solutions To Overcome Larger Competitors

Make Customers Part Of Your Development Process

Focus On Sales To Re-Ignite Growth The Importance Of Managing Your Cash Flow Well Trust, Integrity & Honesty Are Paramount

Tighten Your Market To Improve Your Business

Setting Outrageous Goals Can Put You Ahead Of The Competition

Playing A Poor Hand Well

There Are Silent Mentors All Around You

Be Ambitious Then Celebrate Your Success

How Small Businesses Can Compete For Talent

Understand The Differences When Doing Business Abroad

Co-Founder Dynamics

Solutions To Deteriorating Co- Founder Relationships Be Selective When Setting Up Distribution Channels

Leveraging The Hidden Assets In Your Business

Partnerships Enable Smaller Enterprises To Compete Formalized Partnerships Work Best

Know When To Fire A Client

The Key To Raising Money Is Understanding Your Market Reacting To Perceived Competitive Threats

The Best Response To Criticism Is Success Growth Should Be Incremental, But Also Gutsy

Time Management Is An Entrepreneur's Greatest Challenge Short Lesson: Get An Office Away From Your Home

Seize Opportunities To Raise Your Company's Profile Both Commercial Opportunities & Technology Should Guide Product It'sDevelopment Important That New Technologies Have A Champion Staying Afloat When Times Are Tough Overcoming Resistance To 100% Solutions

Setting Your Own Learning Agenda

Always Avoid Conflict If Possible The Personal Side Of Deal- Making Creating Value Through Brand Equity The Timing Of Strategic Decisions Look For Passion In Potential Business Partners

The Birth Of BET

If You Can't Work For Someone Else, Work For Yourself Integrating Global Business At A Local Level

Stick To The Facts And Stand Your Ground Changing Radically Means Taking A Significant Risk Moving Beyond Linear Market Research

Social Justice Can Require You To Push The Envelope

Focusing Your Social Responsibility Efforts Where ThreeNeeded Imperatives For A Successful Career Put The Real Issue On The Table Incentivizing Conflict

Thinking About The Interests Of The Whole Company Building Trust Before Negotiating

Bringing The "Poles" Of An Organization Together

Lining Up Your First Customer

Entrepreneurs Need Cornerstones Think Twice Before Exiting Your Company The Power Of A Positive 'No'

Self Control Is Key In Negotiation Search For The Underlying Interests Behind Negotiating Positions Selling The Deal On The Inside

Don't Negotiate Without A Plan "B"

Asking Your Customers For Advice

Hunting For Innovation

Building A High-Performing Sales Team Breathing Life Into An Old Brand Moving To A Sales-Focused Culture

Measuring The Effectiveness Of Marketing

Innovate By Anticipating Customer Needs Never Put The Customer In The Middle Of Your Merger

Strategy Doesn't Compensate For Poor Execution

Preparation Is Everything

If You're Not Diverse, You're Not Relevant

Communicating Through Conflict

Changing Negotiation From Adversarial To Side-By-Side

Negotiation Is Recognizing We've Got A Problem Together Focus On Retaining Talent, Not Hiring

Make Meetings Optional

Don't Over-Rely On HR

Incentives For A New Generation

Who Really Generates Word Of Mouth?

Turning Negative Word Of Mouth Into A Positive

Generating Sales In An Early Stage Business Harnessing The Power Of Word Of Mouth Measuring The ROI Of Word- Of-Mouth Campaigns

Winning New Business In The Service Industry

Great Innovation Meets A Need

Customer Dissatisfaction Is A Great Opportunity Anticipating Customers Needs

Big Deals Are All About Emotion Your Customers Should Define Your Sales Strategy

Managing Innovation Internally Starting A New Business Within Your Company Think Of Your Vendors As Customers Re-Evaluate Your Strategy Regularly

Customer Service Is Key For A New Business

Moving Beyond The Focus Group

Implementing Innovation In A Risk-Averse Culture

The Key Ingredients For A Successful Sponsorship RebrandingProgram After A Merger: Wachovia Case Study

Deal With Politics Swiftly & Early When A Sponsorship Deal Doesn't Work Strategy Should Continuously Evolve Provide An Outlet For Innovative Ideas Aligning Strategy Across Multiple Business Units

Focus On Why A Deal Is Done, Not How

Reduce Complexity, Don't Analyze It Case Study: The Birth Of NetJets

Prove To Your Customers That You Care

Big Deals Need Personal Involvement And A Time Limit

Brands Are Built On Integrity And Attention To Detail

Maintaining Customer Service When You Scale

Riding Out A Recession

The Power Of Personal Conviction Remember To Look At The Big Picture The Role Of Business In Environmental Leadership Sometimes You Need To Confront

Innovation In Conservation

Balance Territories Based On Market Potential Selecting, Training And Supporting Sales Managers The Key To Compensation Plans Is Goal-setting Setting The Size Of Your Sales Force The Case Against Rank- ordering Your Sales Team Teach Managers How To Think, Not What To Think

Creating A Common Language For A New Course of Action

Business Model Innovation Beats Technical Innovation Successfully Implementing New Technology

Balancing A Need For Achievement With Your Personal Life

Focus On Customer-Driven Innovations

Strategy Must Evolve As Customers Take Control

Selling Products To Your Sales Team

Three Key Leadership Responsibilities

You Need Clarity And Commitment To Execute

Getting The Best Out Of A Team

Find A Clarity Of Purpose And Strategy Growing A Franchise Model Reflection Leads To Innovation

Give Customers More Than They Expect

It Takes A Team To Solve Challenges Instilling Belief In An Underperforming Sales Team

Sell To The Organization, Not The Individual

Question Your Customers To Establish What They Need

Managing A Sales Team: Achieving The Right Mix Aligning A Sales Organization

The Retail Experience Should Be Fun A Good Business Plan Helps You Manage Risk Aligning Strategy To Your Core Values

Using Customer Interactions To Improve Your Business

Stay Relevant Through Product Innovation Sometimes A Leader Has To Go Against The Grain

Good Leaders Are Authentic Leaders Integrated Leadership

Define The Purpose Of Your Leadership Leadership Is About Empowering Others To Lead International Companies Should Have International InvitingBoards Customers To Your Board Meetings Give Freedom To Plan At The Local Level

Watch Your Competitors And Challenge Your Strategy

Nearly All Problems Are People Problems

Identify New Opportunities By Shifting Your Perspective

The Best Innovations Are New Solutions To Existing Behaviors A Principled Approach To Competition Can Win In The Long Run Avoid Rigid Thinking

Think In Human Terms When Building Online Communities When Your Brand Is Under Fire, Honesty Is The Best HowPolicy to Maintain Your Values

The Art of Managing A Global Online Community The Early Entrepreneurial Years

Building A Relationship With Your Customers Encouraging Risk, Innovation And Change Restructuring The Top Of An Organization

How Strategy Evolves In A Large Organization

The Opportunities And Challenges Of Working In China

Managing Our Impact On The Environment

Find Time To Think And Focus

Foundation Skills To Thrive In A Faster World

What To Do When You're About To Lose It

Coping With Culture Change

The Difficult Transition From Management To Leadership

Changing Tack Later In Your Career Preparing For A Job Interview

Taking On A New Leadership Role The Woman's Place Is In The Board Room

Ten Ways For Women To Break The Glass Ceiling

The Qualities Necessary To Succeed In The Board Room Refresh Account Teams To Ensure Innovation

Aligning Sales & Operations

Learn Not To Fear Feedback

Crafting A Global Account Strategy

The Importance Of Global Account Managers

There Are Deals You Should Walk Away From Customers Give You Feedback Everyday

The Key To Connecting With Multi-Channel Consumers Take A Harder Look At Your Market Segments

You Can Always Learn From A Competitor The Real Potential Lies In A Balanced Partnership The Danger Of Trying To Make An Impact

Navigating Massive Change

Moving Marketing & Sales From Broadcast To Narrowcast

Aligning Marketing & Sales To Drive Revenue Keeping Your Promises

What's The Worst That Can Happen... Winning More Business Within Global Accounts Switching From A Hybrid To A Hunter Farmer Model Adapt To Your Customer's Buying Process

Mentoring & Promoting Top Sales Performers The Team Dynamic On A Global Account

Growing Strong Sales Managers Stepping Up From A Selling Role To A Management Role

The Counter-Intuitive Strategy Look To Your Consumers For Innovation

The Fine Line Between Success And Failure Engage, Empower And Excite Your People Changing The Mindset Of Your Sales Team

Figuring Out What Consumers Really Want

Don't Get Seduced By The Deal

Challenge Your Sales People To Think Big Negotiating Large, Complex Deals The Evolution From Sales Rep. To Sales Leader

Moving From Transactional Deals To Relationships Move Out Of Your Comfort Zone To Progress Your Career Enabling Your Customers In Their Buying Process The Connection Point Between Marketing & Sales Articulating The Value Of Your Contribution

Strategies For Persuasion

Business Ethics Is About A Bunch Of Small Decisions

Preparation Is The Key To Becoming A Trusted Advisor Switching From Transactional To Partnership Selling

Opportunities For Innovation Come From Knowing Your Client The Path To A Successful Sales Career Find Compelling Ways To Explain Energy Consumption Going Carbon Neutral

The Human Face Behind Carbon Offsets My Career In Sustainability

Navigating The Carbon Offset Market Connecting Your Suppliers With Your Values

Environmental Constraints Can Lead To Innovation In Difficult Times Lean On Your Core Values

Pollution Prevention Pays

Tying Environmental, Social & Financial Benefits Together Business Is Not Always Fair

The Power Of Teamwork

Stick To It

Tomorrow Is Never Promised

Mentorship

Characteristics For Success

Compromise Is Crucial To Success

Maximizing The Opportunity That Is Given To You Mental Toughness

The Power Of Visualization

Train Like A Champion

Getting Up To Speed

Sustainability As A Driver For Innovation Initiatives That Are Both Commercially And Socially ListeningGood To Your Consumers When Making Business ValuesDecisions As The Foundation For The Organization Alternative Energy And Social Responsibility Challenges Of CSR To Management Teams

CSR From A Board Room Point Of View Ethical Issues Faced By Top Managers The Future Of CSR

The Importance Of Follow Through With CSR

Lessons From Mother Teresa

Being A Responsible Business In A Changing World The New York Times Test

Ready To Work Program

Volunteering Is Good For Business The Creation Of Unipart University How The 'TRAX' Project Transformed A Community The Machine That Changed The World

Reviving AIESEC

The Success Of 'Mark In Action' Awards Managing Sustainability Issues Takes A Systems-Wide Approach

Getting Senior Management To Extend The Boundaries Of Accountability How To Get A Company To Take On Corporate TheResponsibility Connection Between Personal And Moral Integrity Corporate Responsibility Stimulates Innovation Examining The Definition Of Right And Wrong Successful Companies Have A Clear Vision Sustainability Needs A Business Case Creating Networks To Enhance Diversity

Developing Policies On Environmental Sustainability

Developing Women To Achieve Their Full Potential

Ethical Challenges That Define Your Values

Mentoring Young Enterprisers

It's Always Your Place To Say Something

Conviction Beats Compliance In Corporate Responsibility

Inside Every CEO There's A Human Being Yesterday's Societal Concerns Are Today's Customer ClosingConcerns The Values Gap

Avoid Interfering

Decency As A Core Value In Business

Diversity Is Good Business

Do The Right Thing In All Circumstances

Make Money But Treat People Well

Recognizing The Moral Imperatives In A Business Situation Tests Of Corporate Social Responsibility

Creating A Shared Stakeholder Vision And Strategy Delivering High-Performance Research Through Cross- Sector Collaboration The Sustainability Equation That Really Matters: CR - HR = CaptivatingPR Imagination & Innovation By Aligning Sustainability With Business Goals And Empowering Change Agents How Companies Can Shift From Strategy To Action On FutureSustainability Strategies For The Changing World Of Business Going From A "Me" World To A "We" World Moving Beyond The Traditional Approach To Doing Business Take A Long-Term View In Everything You Do You Can Do Good By Doing Well

Don't Get Mad, Get Involved

The Importance Of Storytelling To Help Bring About Sustained Change The Painful Process Of Making Ethical Decisions

Raising The Bar Of Accountability Values Are A Critical Part Of Any Organization

Creating Infrastructure To Measure & Celebrate Corporate Responsibility Never Quit

Beyond The Game It's All About Confidence

Living The Dream

Out Work Your Competition

Smell The Roses

Being True To Yourself

Strive For Perfection

Stay Centered

Have A Vision Of The Future

Overcoming Self-Doubt

Creating A Diverse Organization Discovering That You're Good Enough Come Early Stay Late

Getting Into Your Life's Work

Building Trusted Relationships

Hard Work & Determination

Provoking Organizational Change

The Value Of Setting A Long- Term Strategy

Promoting A Social & Environmental Agenda

Dare To Be Different A Counter-Intuitive Downturn Strategy

Globalization Leads To Collaboration

Institutionalizing The Process Of Reinvention

Evolving Your Business Model

Co-Location Is Key To Integrating Cultures Consumers Demand Environmentally Friendly Products Extending The Supply Chain

Intelligent Supply Chain

Embracing External Learnings

Building The India Of Tomorrow

Business Model Reinvention

See Disruption As An Opportunity

Collaborating With Partners To Scale

Encourage An Entrepreneurial Spirit

Embracing Technology Discontinuity Developing A Culture Of Speed Achieving Market Leadership Through Disruption

Smart Customer Service

Technology Enabled Globalization Accessing New Markets Through Innovation

Don't Always Choose The Safest Path Doing Good Is Good For Business

Don't Listen To Rumor

When The Right Decision Is Hard To Make

Keep Your Vanity In Check

The Conductor Of The Orchestra Never Waste A Good Crisis

Fix The Problem, Not The Blame Confront Problems Honestly

Get The Right People On The Bus Ignore Weaknesses

The Power Of The Indian Consumer Diversification For Growth

Innovate To Disrupt An Industry Globalization Through Acquisition Creating A Culture Of Change CSR: Giving Back To The Indian Society A Role A Company Plays In Protecting Human Rights The Success And Limitations Of Campaigning Creative Thinking Under Siege

The Relationship Between Societal And Shareholder OurExpectations Mission In Sustainability

The Importance Of Listening

Leading By Example

Making The Most Of Networking Making Business Ethics Part Of Your DNA Stand Up For Yourself

Having The Courage To Speak Up Companies Valuing Open Communication

Nurturing Talent To Succeed In The Business World Take Responsibility For Products You Produce

Building A Values-Based Organization

Having The Courage To Develop Eco-Friendly BecomingProducts A Transformational Leader How The Goal Of Sustainability Builds Unity

Creating A Business That Is Embedded In The Environment Passion For Sustainability

How A Business Shows Values In Action

How To Create A Sustainable Brand

Engaging Employees In Implementing "Plan A"

Authentic Communication Based On Good Science

Engaging The NGO Community In Launching "Plan A" Making An Impact As A New Leader

Turning Around A Business Unit Energy Efficiency And Community Projects Open Communication Is Key To Engaging Your People

Changing The Culture Of A Firm

Stepping Up To A Leadership Role

The Case For Change

Providing Opportunity Through Community Involvement

Developing Mentor Relationships Exploit Your Point Of Difference Leading Requires Continual Focus Being Acquired

Being Conscious Of External Environmental Factors

Be True To Yourself

Always Have An Exit Strategy

Loyalty To Employees Gets Noticed

Manage Risk For The Inevitable Downturns

Boards Need Transparency & Integrity

The Value Of A Broad Business Education

Follow Up!

Always Have A Game Plan

Understanding Your Value To The Team Success Is In The Detail

Preparation Is Key To Winning Trust Your Instincts

Just Keep Going There Is No Point

Be Prepared For Adversity

Embrace The Terror

It's OK To Ask Do Your Own Thing

Let Your Team Flourish

An Ounce Of Prevention Is A Pound Of Cure Be A Conduit For Ideas

Innovating With External Partners

The Opportunity To Be A Hero

Building Credibility With The C-Suite

IT Talent Management In Emerging Markets

Business Executive First, Technology Executive Second

Technology Drives New Business Strategy

Building A Team Of Talent

Succession Planning for CIOs

Involving Users To Accelerate Change Overcoming Fear Of Change

Aligning Your Team To A Common Vision Involving Users In Vendor Selection Using Data Strategically For New Opportunities

Communicating From A Business Perspective

Building A Business-Focused Technology Team

Building A Customer-Focused IT Team It's About Value, Not Cost

Look Outside For Innovation

Delivering Technology ROI

Improving Customer Interaction & Satisfaction The Role Of The CIO

How To Listen To Users

Use IT For Innovation

The Challenge Of The CIO The Need For Multi- Disciplinary Teams There Are No IT Projects, Only Business Projects

CIO Succession Planning

Getting The Business Perspective

Use The Same Technology Your Customers Use

Justifying Technology Investment In These Challenging Times Build A Sense Of Community & Responsibility The Changing IT Skills Mix Managing The Data Deluge

The Need For Governance In A Decentralized Organization

Promote Technology Adoption

Finding Your Passion

Keeping Your Balance

Translating Success From One Career To Another Success Means Keeping Your Perspective

Respect & Teamwork Equal A Perfect Score

Overcoming Challenges

Just Go For It!

A Coordinated Approach To Key Accounts Don't Change Your Culture - Embrace It Amplify Of Your Customer Focus On Customer Retention After An Acquisition Let Customers Know You Are Listening Setting The Tone For Customer Advocacy

Someone To Own The Customer Experience Use Customer Councils To Improve Customer Value Create Customer Loyalty By Listening Give Customer Strategy A Simple Framework

Personalize The Customer's Perspective Creating Calm In A Crisis

React Quickly To Changing Customer Needs Communicate Your Initial & Ongoing Value

The Role Of The CCO

Tie Employee Compensation To Customer Satisfaction Building Trust With Your Customers Engage Key Stakeholders To Drive Industry Change Prevention Not Reaction

Use Customer Feedback To Set Priorities Create Listening Posts To Engage Your Customers Everybody Affects Customer Satisfaction Satisfied Employees Equal Satisfied Customers The Tale Of Two Service Initiatives Use A Crisis To Build Community In Fast Moving Markets, Stay Close To Your Customer Create Policies To Ensure Good Things Happen

Change The Culture By Changing The Environment

Emotion Brings Loyalty Grant CCOs Authority To Set Policy

Do What It Takes To Keep Your Customer Engage Your Customers To Grow Your Business Go Beyond Your Product To Solve Customer Challenges

Setting Strategy Around Customer Needs Adapt Your Pricing Model To Customer Challenges Aggregating Technology Demand Within Your Network CIOs Connect The Dots

Inspire IT Teams To Understand The Business Look At The Demand Side Of IT Cost Cutting The Benefits Of Working With Local IT Providers User Buy-In Is Key To Successful Innovation Measuring The Effectiveness Of The CCO Role How IT Can Trigger A Business Innovation Leveraging Partners To Get Things Done Present A Business Solution, Not A Technology Solution

The Cost Benefit Of Centers Of Excellence Separate Marketing From Manufacturing Within IT The CIO's Role

The Value Of Peer-To-Peer Learning CIOs Execute The Strategy

Make Technology Simple To Adopt Maximizing Productivity With Mobile Technology Seek Alignment Not Agreement Technology As A Collaboration Tool Using Technology To Get Closer To Your Customers Using Technology To Maximize Customer Feedback Using Third Parties To Move Quickly See Barriers As Inspiration

CIOs Should Collaborate On Business Strategy Maximize The Impact Of Existing Solutions Don't Talk About Problems, Only Solutions Tell Me Your Dream

IT Is Essential To Implementing Strategy Inspiration As The Catalyst For Goals Fear & Doubt Are The Biggest Performance Inhibitors The Art Of Listening

Clarity Of Intent

Balancing Empowerment & Control

Facilitating Chaos In Teams

Instinct, Debate & Data Make The Best Decisions

Create Balanced Teams For Success Draw Inspiration From Other Markets Teamwork In Learning

Leadership Education

Align Corporate Learning With Strategy Setting

How Learning Has Evolved

The Power Of Learning To Align The Workforce

Successful CLOs Understand The C-Suite Agenda Creating A Virtual Classroom

The Benefits Of Coaching

Enable Continuous Learning

Innovation Starts With Core Competencies Transform Learning Into Performance CEO Buy-in Reinforces Corporate Learning Look At Customer Needs To Set Strategy

The Pyramid Of Value

Business Professional First, CLO Second Align Learning With Changing Business Goals How Social Networking Sites Incentivize Learning Not All Learning Comes From Success Balancing EQ & IQ

Effective Leaders Are Self- Aware Learning's Foundation & Future Tying Learning To Business Objectives The Power Of New Learning Models Effecting Change Through Learning Creating Industry-Specific Training Programs Creating A Culture Of Shared Learning CLOs Are The Catalyst For Solving Problems Experiential Learning That Aligns With Strategy The Future Of Professional Development Global Trends In Learning

The Social Learning Exchange

What The Future Of Learning Looks Like Adopting Innovative Learning Tools Moving To Dynamic Problem Solving

Learning Must Be Connected To Outcomes How War Affects Analysis Of Performance The Importance Of Understanding Culture After-Action Review

Any Big Change Is A Big Business Opportunity Better Small & Mine Than Big & Someone Else's Poor To Average Is Easier Than Good To Great Unconventional Thinking

When It's Time To Create A Crisis Acknowledge Your Emotions

Harness Your Mental Strength

Real Dreams Never Die

Redefining Defeat

Always Expect The Unexpected

Succeeding Through The Success Of Others The Value Of CSR

Understanding Cultural Differences The Evolving Role Of The CFO

The Role Finance Plays In Business Planning CFOs Need To Understand How The Business Ticks

Digging Through The Data For High-Quality Management Information Crafting A Successful Change Initiative

Reducing Costs In Difficult Times Finance's Role In Managing Risk Business Analytics: Keeping Your Company Well Informed Delivering Financial Data Promptly Improving On 'Best In Class'

Balancing Crisis Management & Long-Term Activities

Key Finance Initiatives For The Immediate Future Overhauling Financial Practices

Asking Your Finance Team To Demonstrate Leadership

Understand Your Organization's Culture

Find Effective Ways To Deliver Information Connecting A Diverse Finance Team

Balancing Depth Of Experience With Diversity Of Experience Act Globally But Respect Local Markets Achieving Profitability In Regulated Environments Align Strategy & Structure To Meet Your Customers' LeveragingRequirements Networks To Change The Competitive DemonstrateLandscape Leadership For The Long Term How Individuals Can Contribute To Growth Utilizing International Networks To Broaden RegulatoryEnterprise PerspectiveChanges Require A Sound Strategy Persistence & Leadership Overcome Change Resistors Successful Change Initiatives Require Internal Buy-in

Meeting The Expectations Of A Multi-Generational YouWorkforce Need Dedicated Groups To Drive Innovation Improving The Quality Of Your Contribution

Finding The Best Role For You Building A Strong Leadership Team The Importance Of Balancing Strategy & Operations Exchanging Ideas With Organizations Outside Your Industry Leadership Development Needs External Perspective People Leave Their Managers Not The Organization Enabling New Employees To Succeed Incorporate Real World Experience In Your Sales Training

Scaling Collaboration & Innovation Through Social CareersNetworking Do Not Go In A Straight Line Pay Attention To Detail

The Characteristics Of Successful HR & Learning TheProfessionals Value Of Research In The Learning Industry Placing The Right Leader In The Right Role

Overhauling Talent Management To Meet Market BalancingDemand A Career & Family

Developing An Innovative Training Program Designing Learning In Response To Customer UtilizingRequirements Social Media To Drive Culture Change Taking Cost Out Of Your Training Organization Quantify The Value Of Education Align Your Training Organization To The Business Training Is Not Always The Answer To A Business Need Getting The Right Learners In The Right Training Programs

Measure Training In Terms Of The Business Impact

The Value Of Creating A Formal Business Plan For BusinessLearning Acumen Is A Critical Skill For Learning Professionals

The Challenge Of Launching A Corporate University The Impact Of Marrying Research To Personal TheExperience Danger Of Processing Your Opinions Internally Training Professionals Don't Have To Be Subject Matter ProvideExperts Opportunities & Resources For Motivated EnsuringLearners High Potentials Perform

Building A Successful Action Learning Program Your Training Must Resonate With Your Culture

What You Expect From Talent Is What You Get Finding Real Job Satisfaction

Process Improvement

Communicating Across Cultures Leading Change

Balancing Security With User Convenience Creating An Actionable Risk Management Strategy Consumer Devices In The Business Environment

Establishing Relationships Can Help Risk Management Initiatives Fostering Collective Responsibility For IT Risk

Using Cloud Computing For Disaster Recovery

The Human Factor Turnaround

The Importance of Transparency in Business EmotionalMetrics Intelligence in Effective Leadership

The Power of Story to Change Cultures

From the Industrial Economy to the Creator Economy

Taking Advantage of the Creator Economy Forecasting Emerging Markets

Predicting the Future through Inversions, Oddities, and Coincidences When Humans Override Robots How to Encourage Creativity Successful Entrepreneurs Have Bias for Action Two Leadership Lessons

Business Is About Happiness

How to Make Employees Happy

How to Be Happy at Work Beware Marketing Consultants

Integral Traits of Leadership

Communicating Powerfully

The Mechanics of Championing Change

Understanding Strategic Direction Start-Ups and Their Mistakes

Commitment to Open Communication Managing and Recongnizing Talented People Simple Frameworks for Strategic Direction

Creating an Innovative Environment

A World of Accelerating Change

Failure As Part of Success

Communicating to Different Audiences Getting The Most From Your Team

Lifelong Learning in Business

Creating A People Centric Culture

Overcoming Peoples' Fear of Change

It's All About the Team What's Behind Good Public Speaking? Seriousness In What You Do, But Not Who You Are Sticking To Your Core Values Under Pressure

Understanding the Management of Staff The Foundation For Developing People

Strategic Direction and The Challenges to Management

Innovation Is Always A Risk

Managing Business in High Growth Making Quick Changes to Align With New Direction

An Environment to Innovate and Fail Maintain High Levels of Growth Without Self- Destructing Lessons Along the Way

Leadership Is About Good Relationships Encouragement Is Key In Leadership

Empowering Your Team

Question and Listen

Negotiating Change

Greatest Business Challenge Most Rewarding Experience

Leadership Defined

Maintaining the Entrepreneurial Spirit

Overcoming Rejection

Diversity in Business

Greatest Business Lesson

The Five E's of Leadership 50 Lessons Videos from Skillsoft These 5-minute instructional videos are excellent teaching and learning tools for business students and business leaders alike. CEOs, managers, and business professors offer their first-hand knowledge and experiences from the business world on topics like leadership, management, productivity, innovation and creativity. Description Cisco Systems' Phil Smith warns against under-estimating how much your people can contribute to solving problems and demonstrates how to win Johnby listening. Stewart shares examples of how to challenge ideas without killing them. By focusing feedback on the idea instead of the person, the Everysituation leader is win-win has to forknow everyone. how to steer a misfiring team back on track. Stephen Dando shares his insights into handling difficult situations. The FT Group's Chairman, David Bell, gives insights into clarity of communication and suggests ways to avoid the pitfalls of jargon and Perweengeneric e-mail. Warsi shares a powerful but simple lesson in getting employees enthused about and involved in what they do. Communication is the key. Don't let what you have to say fall on deaf ears. Bob Reid encourages leaders to create a desire to know so that true communication can take Johnplace. Lundgren cautions against smothering bad news and demonstrates how communicating more can be a lifesaver for a company in difficult Theretimes. is much talent to be found within. Nicola Horlick encourages leaders to accept ideas from junior staff instead of interpreting them as challenges Howto authority. you see the world is not how others see it. David McTurk explains why it's so important for leaders to acknowledge the perceptions of their Colinemployees. Sharman discusses how simplicity in communication is key-- especially in large organizations. Be aware that people can interpret the same words differently, so keep communication concise to avoid the Drawingpotential onfor his misunderstanding. experience as former Chairman at KPMG International, Colin Sharman shares important advice on implementing change Martinsuccessfully. Sorrell discusses how, in the twenty-first century business is a question of balance. Today, a singular focus on global brands can lead to ignoring the importance of regional activities, while diseconomies of scale can perpetuate incorrect myths such as 'bigger means less creative.' A merger brings together many different work cultures, protocols, and philosophies. Gay Huey Evans explains how to manage the evolution of that change by being flexibile, open-minded, and patient. The BBC's People Director, Stephen Dando, shares ideas for implementing change successfully by making sure everyone's signed up to help it Pearson'shappen. Director For People, David Bell, shares ideas to help you foster the higher commitment that comes from never forgetting staff have lives Formeroutside McKinseywork. Director John Stewart shares important advice on weighing reasons for change and controlling how fast it happens in your Davidcompany. McTurk shares why it's important to maintain vision and values among all staff during times of rapid growth. Bob Reid dispenses advice on when and how to proceed with mergers, the most important piece of which is not the money but instead is getting the right people in the right places. Domenico de Sole shares what it took to turnaround Gucci – outstanding execution of detail, a good strategy, and consistency in leadership. John Stewart reminds that it takes much longer to change people's behavior than you think so be sure to factor in enough time when planning Sizechange. is important, especially where corporate cultures are concerned. Colin Sharman warns of the importance of looking at corporate cultures as a key component of successful mergers and acquisitions. David Bell stresses the importance of never underestimating people's ambition and talent and suggests ways to unlock their potential BBCresourcefully. People's Stephen Dando demonstrates how you can reap dividends of increased loyalty by helping people develop beyond their current Bobcapabilities. Reid passes on an interesting approach to finding and nurturing the high fliers in your business. Colin Sharman presents a masterclass in investing in people by understanding their strengths and nurturing them like a gardener with Perweenprized plants. Warsi offers advice to help you inspire your employees by being fired-up about your business and communicating with passion. Drawing on his experience building some of today's largest networks, Phil Smith passes on his strategy for creating the perfect management team. Today's businesses are trending toward flatter organizations that rely heavily on teamwork. Nicola Horlick shares the importance and benefits of creating diverse teams in the workplace. BBC People Director Stephen Dando discusses methods for creating the right dynamics between team members so they work effectively. Making people feel they work "with," not "for" your company encourages ideas to flow between junior and senior management. David Bell explains Domenicohow. De Sole suggests better things to do with the time usually spent assigning blame – like understanding what went wrong and why. During a recession, don't look for easy fixes, such as cutting training programs. David McTurk advises leaders to continue training to maintain efficiency levels at a time when they are most critical and to always be Stephenforthright Dando with staff. reveals how you can drive change by re-defining your company's ambitions so dramatically they'll require new thinking to Theachieve Gucci it. Group's former CEO, Domenico De Sole, shares insights into leading by example and suggests ways to energise your team through Johnyour Eganpersonal discusses commitment. why corporate social responsibility is good business – for everyone involved. A true test of leadership is one's ability to lead a group without consensus. John Lundgren encourages leaders to listen to input from all parties but not allow personal motives to jeopardize business interests. Great leaders don't lead. Instead, they pace. David McTurk discusses why the best leaders let employees reach their own conclusions, using Mistakesdomination are only inevitable. as a last Domenico resort. De Sole urges leaders not to focus on blame – focus instead on what can be learned from the mistakes. Putting customer needs at the heart of your business is key. BAA's former CEO, John Egan, suggests ways to motivate staff by improving your customer feedback. Bramdean's founder, Nicola Horlick, discusses the benefits of attention to detail and passes on ideas to help you make your company more Aprofessional failure isn't in a alltotal aspects. failure if you learn something in the process. John Lundgren explains why owning up to failure helps leaders to solve problems more creatively and with less risk. Martin Sorrell explains the need for successful businesses to understand and manage the delicate balance between financial discipline and creative Martininnovation. Sorrell shares his insights on why it's not an insult to be seen as a micro-manager and on using empowerment to strike a balance. When approaching the unfamiliar, John Stewart advises against applying traditional solutions. Instead, invest in a project coordinator and save Johnyourself Egan time warns and against money. under-estimating the effect of a lack of cash and suggests ways to prevent cashflow problems destroying your business. Colin Sharman advises leaders, when they are negotiating, always to consider the other party's needs. Doing so, as well as taking time out during an impasse to re-evaluate, may prevent the deal from going sour. Martin Sorrell shows how the consistent application of persistence and detailed research can get you exactly what you want. WPP Group's Martin Sorrell discusses how luck has been an invaluable aid for him in building a global business. The inability to manage cost, quality, time, and function is an art unique to each business. John Stewart cautions leaders against making the assumption that moving into a new business will always be an easy Globalventure. business presents unique challenges. In this lesson, Bob Reid explains the importance of understanding cultural differences and adapting to new ways of thinking and interacting. Good judgment can make or break a company. Phil Smith advises leaders to trust their instincts, particularly in difficult situations. Strategic partnerships are only as good as the relationships upon which they are founded and nurtured. Phil Smith advises businesses that relationships can be stronger than partnerships. Get your thinking straight. David McTurk explains why applying logic to your products and saving emotion for your people is in the best interests of both and makes the overall business a more formidable competitor. Domenico De Sole explains why executing key strategy requires businesses to carefully select the right talent for those strategies. Letting go of staff is one of the most difficult challenges managers will ever face. Colin Sharman shares tips for sharing this decision as quickly, humanely, and painlessly as possible. Christopher Bland explains that successful brands pay attention to their markets, their competition, and their customers. ICI's Peter Ellwood suggests ways to develop a boxer's determination and bounce back from crisis by feeling passionate about what you're doing. Peter Ellwood shares his ideas on nurturing your people's talent without making them arrogant or over-confident. Managers need to tackle problems decisively. ICI's Group Chairman, Peter Ellwood, discusses ways to manage your company firmly and fairly. Noble causes do not provide grounds for bad behavior. Christopher Bland explains this misconstrued correlation and what can be done to eliminate Davidit. Varney demonstrates how you can benefit enormously by first getting your company to engage with and live the brand. John Whybrow shares his insights on what to do to ensure you avoid complacency and respond quickly and effectively when change needs to Goinghappen. up the hard way? ICI's Peter Ellwood offers insights into the do's and don'ts you need to consider to achieve your career ambitions. Cost control trickles down from the top. Christopher Bland cautions against excessive or unwarranted expenditures. John Whybrow presents an idea to help you lead your company better: Treat your people as consumers of your skills and give them what they Theneed. National Audit Office's Robin Ryde stresses the importance of always speaking clearly and suggests ways to rid your company of jargon and Dowaffle. you know the question? David Varney suggests ways to ensure you've identified and defined every factor before attempting a solution. What makes a leader? Robin Ryde shares insights into the true nature of leadership to show how understanding it can help you train your future "Leaderleaders. builder" Robin Ryde discusses the benefits of diversity and shares strategies for getting the best out of different teams and differing people. Peter Birch, the man who oversaw the transformation of Abbey from building society to bank, offers advice on knowing when change needs to Integrityhappen quickly. is vital in business. Stanley Kalms shows how the only rule your company should never break is upholding honesty and ethical behavior. Peter Ellwood presents ideas for setting the bar high and equipping yourself and your people to exceed your expectations. Be cautious and don't venture into unknown areas without doing the necessary due diligence first advises Peter Birch. Vodafone Group's Chairman, David Bell, offers advice on what to do when your company hierarchy is stopping you from seeing the real picture. Stanley Kalms, the man who put a Dixons on every high street, shares insights and practical tips gained from over 50 years in the retail industry. In the face of adversity, Peter Birch recommends managers remain optimistic and solution-oriented. Make a change for the better. Ian MacLaurin tells the story of how he stood up to management and saved Tesco from imminent failure. Don't overstay your welcome. Ian MacLaurin discusses the problems brought on by leaders who stay in their positions too long. A good relationship with your customers is vital. Drawing on his experience in retail, Ian MacLaurin shows how to get it right for your Christophercompany. Bland dispenses valuable advice for those who have to manage creative talent. When attitudes can no longer kept in check, it's HMoften Revenue best to &part Customs' company. David Varney demonstrates how creating an ongoing dialog with your people can lead to smarter solutions. Robin Ryde demonstrates how you can inspire others by developing the ability to motivate and transfer your passion. ICI's Group Chairman, Peter Ellwood, tackles the thorny issue of how you decide who stays and who goes after a merger. John Whybrow explains how reducing cycle time improves performance – as well as cost management, customer service, job satisfaction, and Drawingemployee on productivity. his experience at Abbey, Peter Birch shares ideas that will help you identify and pursue opportunity even if no one else can see it yet. Peter Birch advises managers not to let success blind them to potential improprieties. Pay attention, trust intuition, and follow a prudent course Johntoward Whybrow resolution. encourages managers to find clarity amidst chaos by sticking to business principles. Based on a distinguished career in the ever-changing electronics industry, Wolseley's Chairman, John Whybrow, suggests ways to drive change by Goodchanging managers your company. make a major contribution to the business and move on. Ian MacLaurin suggests ways to ensure you know who your leaders-in- Stanleywaiting are. Kalms presents the pitfalls of being too cozy with your suppliers and suggests ways to ensure your relationship is economically viable. Stanley Kalms shows how you can give your company a solid foundation by finding the best people to complement your strengths and skills. Use your dissatisfaction. Stanley Kalms suggests ways to use your desire for perpetual change to drive opportunity in your business. Don't look back to go forward. David Varney shares insights into the right way to go about planning your company's future. Ian MacLaurin shows how a humble boss can be an inspirational one and suggests ways to motivate by showing the human face of management. Every business has an informal network that delivers good and bad news. Dixon Group's President, Stanley Kalms, shows you how to create one and Stanleyuse it to Kalms stay on shows the ball. you how to gain authority and breed confidence in your people by always appearing to be all-seeing and all-knowing. If you want to know what your people think, ask them face-to-face. David Varney discusses ways of getting to the real answers surveys can't supply. Drawing on over 50 years' experience in retail, Stanley Kalms presents a before, during and after guide to growing your company by acquisition. Christopher Bland sheds light on the need to avoid confrontation when working with unions, favoring instead the cultivation of an environment of Everyoneco-existence in an and organization respect. has an agenda. Stanley Kalms shows you how to recognize, understand and harness their ambitions for the good of your Incompany. this lesson, John Roberts underscores the importance of strategic leadership as a means of improving overall performance and motivation among staff so that a company can move forward during times of change. United Utilities' CEO, John Roberts, shares insights into improving your people's performance by investing in their education and training and showing them they're valued. In times of crisis, people often perform to a higher standard. United Utilities' CEO, John Roberts, presents ideas to help you tap into that Uncertaintycapability all is the a powerful time. demoralizer. John Roberts shares strategies for making and communicating tough decisions during times of tumultuous change. Drawing on experience gained across his career, John Roberts tackles what to do when not everybody wants to get on the bus. Performance problems don't go away on their own. John Roberts explains why taking decisive action to terminate employees – including managers – can produce positive side effects. Terminating an individual, notes John Roberts, does not have to be an emotional situation if a logical process is followed. That process includes a written appraisal policy, regular evaluation sessions, and verbal and written documentation of shortcomings as well as agreed-upon tactics for improvement. In bad times, it's easy to look to outside consultants for help. George Mathewson presents an alternative: selecting people to drive change from Georgewithin. Mathewson warns against letting other people's opinions color your view of your working relationship with colleagues. From avionics to development agency to banking – George Mathewson reveals the rewards of taking an "open" attitude to your work Aboutwith you all whereveryou can predict you go. about the future is that it'll be unpredictable. The Royal Bank's Chairman, George Mathewson, offers ideas to help future- Drawingproof your on company. experience gained in the takeover of NatWest, the Royal Bank's Chairman, George Mathewson, shares the secret to successful Storytellingmergers and captures acquisitions. audiences. Anita Roddick shares her insights into using stories to get your message to consumers, investors and the media. Some business leaders don't see social responsibility and profits mixing well, but Anita Roddick argues that it is quite possible for a company to be both socially responsible and profitable. When considering brand diversification, do your homework. Anita Roddick shares the story of why one venture The Body Shop entered into had Indisastrous a world inundatedbeginnings. with marketing hype, Anita Roddick provides refreshing advice on communicating your brand with fervor and passion. One of the problems leaders face is keeping aware of what the shop floor thinks. Anita Roddick reveals a few innovative ways to stay in touch. Anita Roddick shares an important lesson in giving ultimatums – but more specifically, in why you should never issue them. Anita Roddick shares what makes up an entrepreneur and what you've got to know about yourself to make your ideas work. Anita Roddick shares useful tips for hiring good marketing consultants. It begins with hiring someone who understands your business and its Thevalues. Body Shop's founder, Anita Roddick, offers advice on how to make this "unstoppable force" work for your business and know when it is BSkyB'sappropriate Dawn to Aireyuse. shows how you can give guidance and monitor your company strategy by involving yourself in the details at random intervals. Change is vital, especially when you're winning. BSkyB's Dawn Airey passes on important insights into how to manage a satisfying but difficult Dawnprocess. Airey looks at a problem that all leaders eventually have to tackle and shows you how to be firm, fair, and fast in getting to grips with it. Sky Network's Managing Director, Dawn Airey, warns against allowing complacency to present leaner, hungrier rivals with your opportunities and suggests ways to prevent it. Getting a real sense of what's going on in your company is vital. Sky Network's Managing Director, Dawn Airey, demonstrates how listening properly increases your stock of good ideas. Donald Cruickshank shares some important strategies for avoiding cashflow problems, including always planning for the worst worst-case Don'tscenario. make assumptions about your staff. Donald Cruickshank cautions management teams to appropriately and completely gauge employee reaction before giving ultimatums. Scientists are continually inventing machines and developing technology that disrupt the proverbial apple cart for all businesses. Don Cruickshank explains what it takes to maintain an awareness of scientific and technological advancements that affect a company's growth – and possibly its survival. It's important for leaders to keep their problem-solving skills sharp. Don Cruickshank shares tips to help you use what you don't know to stay Experiencecreative. and requisite skills are not necessarily the key measures of a job candidate's worth, notes Don Cruickshank. Individuals who show talent and potential often become stronger contributors to an organization's Thefuture former success Chairman than those of the with London experience. Stock Exchange, Donald Cruickshank, reveals an essential skill all good leaders have and suggests ways to Workingdevelop itwith yourself. media rather than against them produces more positive than negative coverage, a lesson Don Cruickshank learned while watching LeadershipRichard Branson. is about empowering people to do things themselves. Don Cruickshank shares his insights into involving and communicating with It'syour been people. said that you get out of something what you put into it. Philip Williamson tells us that is the mantra used for building and investing in his Ethicalemployees. business is good business. Phillip Williamson explains why taking a short-term loss might reap future gains. Future success depends on competitive talent. Phillip Williamson encourages businesses to step up their recruitment practices and hire only Everyonethose people knows with the a truecustomer drive tois alwayswin. right. Nationwide's CEO, Philip Williamson, presents ideas to help you really put the concept to work for Whenyour company. leaders leave their offices, good things happen. Phillip Williamson explains why leaders who get involved have more successful teams. To achieve goals, it's sometimes necessary to team up with unlikely partners. Stephen Tindale shares the story of how Greenpeace and nPower found common ground to deliver a solution that Greenpeace could not Greenpeacehave achieved Director on its own. Steven Tindale shares tips and advice for taking on a David-versus-Goliath battle of epic proportions. Stephen Tindale discusses how he is moving Greenpeace from an organization of creative confrontation to one that provides solutions – a direction supporters want to move in and one that is necessary to the Tradeorganization's associations long-term can be viability. a positive influence by lobbying the government in the name of the industries they represent, but Steven Tindale tells us that sometimes the trade associations don't get the full reach of viewpoints from within the industries they represent. While there's a big push for corporations to become more socially responsible, some companies are all song and dance while others go about the business of changing for the better. Stephen Tindale notes his experience with both types of companies and points out what it takes for companies to move toward being more socially responsible. Will Whitehorn discusses one of the best-kept secrets for taking a brand across different markets and shows how thinking this way can benefit Theyou. real PR is how you relate to your customers, not the press. Will Whitehorn presents ideas to help you do so more effectively. Virgin's Brand Development Director, Will Whitehorn, passes on important advice for getting the approach right when you move your company into Anew brand markets. isn't an autonomous product. Will Whitehorn talks about the benefits of treating your brand as a vessel for your company's reputation. The buck stops where? Virgin Group's Will Whitehorn shares insights into developing strong leaders by encouraging staff to take responsibility. Vicky Pryce discusses why taking initiative instead of waiting around for approvals enables individuals to make the most of important Vickyopportunities. Pryce recommends that investors value passion as much as innovation. Walk the talk and step toward better funding opportunities. Vicky Pryce suggests a successful business understands the need to be as attentive to principles as it is to profits. After taking a civil service position late in her life, Vicky Pryce learned to ask questions of her department subordinates and listen carefully to their answers, always crediting them for the information provided. She gained Ameliaher staff's Fawcett trust, shows and herhow learning you can curve get a soared. team to accomplish extraordinary things by encouraging out-of-the-box thinking and sticking Thewith Goldenit. Rule isn't just for grammar school. Dianne Thompson advises leaders to treat others as they'd like to be treated; when they do, they Dianneforge enduring Thompson relationships. advises that managers are only as good as those who surround them. Be even better by building a supporting cast of experts Trustwho complement your intuition, weaknesses. advises Dianne Thompson. Then have the courage to follow where it leads you. When you deal with the media, you should develop a thick skin, recommends Diane Thompson. Be attentive, accessible, and proactive. Never give up. Dianne Thompson explains how passion, focus, and determination will help leaders persevere in the face of even the greatest Howadversity. do you integrate companies you acquire? Maurice Levy shows you how to use the qualities that attracted you to them in the first place as a Mauricebasis. Levy presents his insights into avoiding the negative aspects of globalization and the importance of thinking globally but acting locally. Thinking creatively about problems can help you win through re-invention. Maurice Levy passes on ideas that will help you maintain the flexibility to Theadapt. world is changing. Maurice Levy guides you through ideas and techniques that help ensure your company stays relevant to its Thecustomers. CEO of one of the world's largest advertising and media services conglomerates, Maurice Levy shares some ideas for making sure you don't forget to innovate in the way you sell your product. Publicis Groupe's Chairman, Maurice Levy, clarifies the difference between culture and values and shows you how to use shared personal values to Publicisbuild your Groupe's company. CEO, Maurice Levy, explores two qualities that will help you take advantage of opportunities as they arise instead of sticking to a Companiespre-planned fail path. because they run out of cash. Peter Middleton reminds us that, even if other factors such as growth look good, it's cash that counts. Keep your guard up. Peter Middleton shares insights into dealing with risk by making sure you understand where it is and providing against it. The question determines the answer. Peter Middleton shares insights on how to formulate, simplify and hone your questions for the right result. Crises in senior management usually boil down to personality. Barclays Group's former Chairman, Peter Middleton, presents tips for dealing with Barclaystrouble among Group's the former chiefs. Chairman, Peter Middleton, warns against relying on numbers without actually knowing what they mean and shares tips for Peterusing Middletondata properly. demonstrates how your company can benefit by creating a culture where being the bearer of bad news isn't a punishable offense. On the basis of more than 40 years experience in the food and drink sector, George Bull shares insights on motivation and more. Don't just tell consumers what you want them to know, get to know them. George Bull passes on important insights into launching a new product. Sometimes a parody can be more effective as a motivational tool than a serious speech, according to George Bull. Humor is a great tool for cultivating a receptive attitude that enables management to devise and Theimplement smooth changes merger ofin tensetwo companies climates. is a difficult task. George Bull, who helped engineer such a merger, explains the keys to successfully merging two companies and avoiding the common pitfalls that beset many Rogermergers. Parry shares the secret of setting easily understood goals that will challenge your people without disheartening them. Roger Parry suggests leaders should drive structure and organization, then foster an environment of ownership and accountability. When managers fear risk in decision-making, the entire company suffers. Roger Parry shares what it means to have a risk-averse culture and what it takes to empower its leaders. Follow the cash, advises Roger Parry, and it will lead to increased assets and greater success. Allocating capital on the basis of assessing business plans is tricky business. Roger Parry helps leaders navigate this territory safely by Clearproviding Channel's the keys Chief to pickingExecutive, winners. Roger Parry, offers advice on dealing effectively with the conflict that invariably arises from a merger or Couldacquisition. you do it better by doing it differently? Karan Bilimoria shares insights into using your judgment, confidence and passion to change your Cobramarket. Beer's founder, Karan Bilimoria, shows how important it is to test your idea with consumers and presents tips for doing it informally without Cobraexpensive Beer's research. CEO, Karan Bilimoria, shares his insights on using a companywide entrepreneurial spirit, respect, and flexibility to punch Beliefabove inyour yourself weight. and your product is vital. Karan Bilimoria passes on insights into getting past the difficult early stages of your company. Karan Bilimoria shares the benefits of hiring the one with the can-do attitude and passes on tips for creating a fertile environment for such Karanpeople. Bilimoria reveals the secret to success is facing competition with innovation and shows how you can – by working with the best Cobraadvisers Beer's in the CEO, right Karan way. Bilimoria, demonstrates the importance of looking way ahead and shows how you can benefit by setting mini-targets Karanon the Bilimoriaway there. tackles the business two essentials, presenting ideas and sources of inspiration, to help you understand and devise them for Youryourself. attitude to obstacles is important. Karan Bilimoria, Cobra Beer's CEO, shows how you can win through by always looking for ways to turn Karanobstacle Bilimoria into opportunity. demonstrates how you can use a positive attitude, clear thinking and deep analysis of a threat to turn it to your advantage. KPMG International's Chairman, Michael Rake, discusses self-confidence and resilience as tools you can use to empower the people who work for Michaelyou. Rake warns against "analyzing to death" and shares tips on having the confidence and communication skills to go with your gut feeling. Don't forget you're the leader. KPMG International's Chairman, Michael Rake, offers important advice to help you take responsibility for your Everycompany's leader decisions. needs to know how to communicate clearly. Michael Rake presents ideas to help you get the message across effectively. Staunch advocate of responsible business Michael Rake offers insights into creating a company culture that wards off unethical practises. Honesty is the best policy. Amelia Fawcett shares her insights on how to benefit by speaking your mind and being supportive and constructively Morgancritical. Stanley's Amelia Fawcett gives important advice to help you unlock your staff's potential by giving them additional tasks outside the Takingcompany. a stand on an unpopular choice is hard. Amelia Fawcett demonstrates how it can also help create stability in uncertain times. The more senior you are, the more inspiring it is for your team to know you value them. Amelia Fawcett presents ideas to help you build loyalty. Engaging the people on the front line and supporting their managers is a vital leadership task. Julia Cleverdon sheds light on doing it right. Julia Cleverdon, staunch advocate of CSR, demonstrates how, used properly, it can help your company find new opportunities and ways of Juliadoing Cleverdon things. shows how committing to CSR is investing for the future and provides practical ideas for doing it effectively and quantifiably. Business In The Community's Julia Cleverdon discusses the use of community projects to help you build your company's culture from the Businesstop. In The Community's CEO, Julia Cleverdon, shares some insights into handling a problem every leader eventually has to face and doing it Juliaeffectively. Cleverdon shares the importance of complementing a structured approach to building relationships with more informal methods. Mark Weinberg, who popularised unit-linked life assurance, reveals the secret to launching a new product: making it easy for people to understand. Focus, believes Mark Weinberg, is the key to success in business. Developing a new product or expanding into new countries may place a company in a disadvantageous situation, one that has much less chance of success than could be attained by focusing on growing the current business. So grow what you know. St James's Place's President, Mark Weinberg, talks about the pitfalls of extending your business and suggests ways to diversify sensibly and Markprofitably. Weinberg offers some important advice to help your business get through the critical first stage. Drawing on over 40 years' experience in the financial services industry, Mark Weinberg shares his insights on resolving team conflicts. Integrity, according to Mark Weinberg, is as important as expertise in handling the responsibilities of any given position. Employing people, particularly in top management, who lack the employer's code of ethics can create a situation that comes back with a bite. Distribution is crucial to the health of a company. Mark Weinberg considers different distribution tactics and concludes that controlling your own distribution is the best way to go. First impressions count. Richard Evans shares insights into making sure the people your customers come in contact with know how vital they are. United Utilities' Chairman, Richard Evans, explains why a closed-door policy is the worst way to lead your company and presents ideas for Visualizeengaging communicationwith your staff. flow in your company like a wine-bottle, with the management in the neck. Richard Evans suggests ways to avoid Richardblockages. Evans offers important advice for preventing territorial behavior taking root in your company. The people at the top don't know everything. To find out what can truly be achieved, Richard Evans suggests it's best to solicit advice from the Richardpeople in Evans the trenches. implores managers to recognize that leadership comes in various forms and styles and at numerous levels and creates a powerful Don'tcompetitive automatically edge. fire someone who makes a mistake. Richard Evans demonstrates more positive approaches that will offer benefits to your Itcompany. is a dream of many to go off on their own and become a venture entrepreneur and call their own shots. However, Luke Johnson tells us that having a solid business partner has brought him more success in most Lukesituations Johnson than offers he could advice have on achieved how doing alone. your homework and scooping the big prize will help you take mistakes and setbacks in your stride. Doing what you love is a dream most people enjoy from time to time, and Luke Johnson shares that successful entrepreneurs often are successful because they are pursuing fields they love and are passionate about. 's Luke Johnson presents a radical approach to financing and suggests ways you can benefit by using banks to fund your business Channelventure. 4's Chairman, Luke Johnson, shares his insights on balancing your long-term ambition with the ability to knuckle down to the day-to-day Investingdetail. is a tricky game at times, but Luke Johnson provides insight on how to research and understand markets you would like to invest in. Balancing innovative ideas with risk assessment is a sign of good leadership. Neil Holloway passes on tips to help you master this vital skill. Neil Holloway shows you how to achieve empowerment by creating a common vision and coaching, not blaming. What makes a great leader? Microsoft's Neil Holloway shares insights and techniques to help you spot and nurture your company's future leaders. Successful business leaders don't let "no" discourage them, advises Brent Hoberman. Pursue goals with passion and fervor. Lastminute.com's co-founder, Brent Hoberman, tackles every start-up's greatest test and suggests ways to overcome the "new and unproved" Brentlabel. Hoberman started Lastminute.com with his original second-choice partner. Here he shares his insights into picking the right team. Brent Hoberman encourages business leaders to embrace good fortune and timing, two facets that play integral roles in the success of any Brentorganization. Hoberman suggests that big money doesn't always translate to big success with advertising and public relations campaigns. Instead, focus on creative ingenuity that captures your brand and captivates your audience. When leaders are in a position to realize future talent, Mick Desmond encourages them to seize the opportunity and make an investment in that person. The rewards will outweigh the initial costs. Mick Desmond believes that bringing fresh thinking into an organization is the best way to bring the changes. Mick Desmond provides invaluable advice for taking a softer approach to sales. Getting to know the customer and the customer's needs makes Thesuccess use moreof teams probable. is popular in today's business climate, but Mick Desmond tells us that there are times when you need to form a small, extremely focused team to tackle difficult issues. Teams can bring together the best minds in a business to solve problems. Mick Desmond discusses how to build teams from multiple disciplines to generate holistic solutions to problems. Gerry Robinson offers advice on making sure you and everyone in your company knows what you're trying to achieve and what their part in it is. If people work their socks off to meet a deadline, you must check back and give them the chance to show it, Gerry Robinson explains. Gerry Robinson shares the benefits of walking the shop floor and suggests ways to make sure you get the most out of it. It's OK to say you don't understand. Gerry Robinson shows how you can encourage your people to simplify and clarify by doing just that yourself. Finding leaders within your company is a very important leadership skill. Gerry Robinson shares a few pointers for becoming better at it. "I'll Show Them Who's Boss" presenter, Gerry Robinson, shares insights into how you can marshal your people to reorganize an ailing business and Changedo it fast. is always good except… Gerry Robinson illustrates the pitfalls of too much change and shares ideas for helping you find the right pace. Paul Skinner explains how you can profit by understanding your customers better and passes on some vital tips. No business operates in a vacuum. Paul Skinner shows how, by staying informed, you can see opportunities arise earlier and seize them. A good team of people is a hugely valuable asset. Rio Tinto's Paul Skinner shares practical ways for selecting, building and nurturing your people. Paul Skinner explains how focussing on funntals and encouraging people to be more intelligent about how they work will make you more cost Rioeffective. Tinto's Chairman, Paul Skinner, shares his thoughts on getting the most out of your board and suggests ways to make sure everyone knows Jamestheir role. Strachan stresses the importance of sticking to the rules you've put in place to minimize risk, even when your natural human instinct says Formerotherwise. banker, writer and photographer James Strachan shares his insights on what you need to do to make change as painless as possible. Not all markets are receptive to risk, cautions James Strachan. Careful attention to risk can influence behavior and pay enormous dividends. James Strachan cautions that diversification increases risk and presents compelling arguments for your company "sticking to the knitting." James Strachan explains why a partnership isn't a one-way street. Effective relationships require commitment from all parties. Michael Jackson, chairman of The Sage Group, shares insights into how even a mistake that forces you to start all over again can provide valuable Michaellessons whenJackson analyzed. uses the story of the man who guided the Sage Group to phenomenal growth to discuss how to combine entrepreneurial flair with Decision-makingeffective marketing. is a mainstay in business, but Michael Jackson alerts us that sometimes we must make decisions quickly when a business is at a Formake anyone or break able point. to see the signs and take action, the real money is made on the timing. Michael Jackson discusses the importance of letting timing be your guide and taking the right chances. Our electronic gadgets keep us connected to the business world, but Larissa Joy says no device is more powerful and effective than the old- Larissafashioned Joy handshake says solutions and tosmile. many organizational problems are often found within the people themselves; the key lies in creating a climate that persuades individuals to share their ideas. Larissa Joy advises organizations to save their biggest issues for their brightest people. A high-performance team can be extremely valuable to Afteran organization. an acquisition, Larissa Joy encourages leaders to protect the value that has been acquired – the people. David Michels suggests ways to ensure that you use consultants to assist you without surrendering the final decision-making step to them. Hilton Group's CEO, David Michels, discusses this most crucial tool in the leader's armory and stresses the qualities that will ensure your hard work Emotionpays off. is a valuable tool if you don't over-use it. David Michels sheds light on the do's and don'ts of speaking from the heart. David Michels, the man voted Travel Personality Of The Year shares ideas and practises that will help you foster loyalty and increase your people's Peopleperformance. are natural optimists, and this will show in their forecasting. David Michels presents tips for treating forecasts with more realism. Standard Chartered's Bryan Sanderson shares his insights into what to look for if you want to build good teams. Is it worth it? Bryan Sanderson offers some important advice on making sure you're going to get the best returns on your blue-sky budget. Bryan Sanderson reminds us of the important benefits that come from listening to the younger voices in your organization. Bryan Sanderson demonstrates how championing diversity in your company can work to your advantage in understanding other cultures' 'sbusiness Chairman, practises. Bryan Sanderson, suggests ways to ensure that your board always reflects your customer and shareholder base and has the It'srequisite never skills. easy to deliver difficult news. But Barbara Stocking says that communication is vitally important in uncertain times. She explains how to deliver difficult news and the effect that communication can have on those Whenwho are bullying going throughor harassment uncertain issues times. arise, leaders must step in and take fair action. Barbara Stocking describes how to effectively investigate bullying and related issues and send a clear message to staff that such Oxfamactivities GB's will Director, not be tolerated. Barbara Stocking, offers advice on what you can do to motivate your people and provide them with the skills to bring about Tochange thrive themselves. in today's marketplace, leaders need to focus on the issues in front of them while also casting an eye to the future. Barbara Stocking notes the importance of this balance and of looking beyond the organization for new ideas to stay competitive today and remain relevant in the future. To succeed in business, leaders have to have a vision. Barbara Stocking describes how leaders use vision to guide them and to achieve goals that Theremany thinkare always are impossible. opportunities in business. But Pete Waterman warns that it's futile to take them if you don't have the passion to make them work. He describes how passion can fuel significant success in business. Pricing is of course important – but it's quality that sells the most in the long run. Pete Waterman explains the bottom-line importance of quality in the success of a corporation. Ideas usually need time to take shape, to become solid. Pete Waterman, through the example of the TV hit sensation Pop Idol, explains how an idea, held loosely and reshaped as needed as the process moves along, Whencan turn you from work good with or top okay talent, to great. you still have to do your job. Pete Waterman relates how he stuck to his guns in producing a Paul McCartney song the way that Pete knew it would be best, despite Paul's many protestations. The song ended up #1 on the charts because Waterman didn't cave in. Being an entrepreneur puts great stress on personal relationships. Pete Waterman explains the difficulties and challenges of being an entrepreneur and notes what it takes to make it as an entrepreneur. Many people believe that one of the primary virtues of a great leader is that he or she leads by example. Pete Waterman, however, refutes this, saying that great leaders allow their people to do what they do best and Managingarrive at their creative own conclusions. people takes a certain set of skills. Pete Waterman describes what it takes to work with talented, creative people to help them Manyflourish. business executives who have experienced some success begin to think that they can do anything. Pete Waterman exhorts business leaders to keep on being successful by doing what they do best – by focusing on the things that brought them success in the first place. John Banham cautions against the dangers of becoming distracted by the symptoms of a problem; he recommends that managers focus on Johndeveloping Banham solutions advises to that the people problem. are motivated by a job well-done, not financial targets. Motivate staff with praise, reward, and empowerment. John Banham recommends that leaders listen to advice, then separate the good from the bad and trust their intuition before they act on it. Acquisitions is a tricky business, one in which many companies live to suffer buyer's remorse. In this lesson John Banham provides the critical Johnkeys Banham ,to successful Whitbread's acquisitions. Chairman, passes on insights gained from years of top-flight experience and shows how your company can benefit Badfrom news aggressive doesn't listening. improve over time. Shell Canada's CEO Clive Mather shares insights that will help you respond effectively when problems Shellarise. Canada's CEO, Clive Mather, talks about acting courageously and suggests ways in which you can equip your company to make the most of Ifopportunity. you believe in what you're doing, hang on to it. Clive Mather presents tips that help your company articulate, share and live up to its principles. Every leader needs to know how to harness diversity. Clive Mather shows you how to use an inclusive attitude and mutual respect to find new Clivesolutions. Mather reminds us that actions are more important than words and shows you how to lead by example and use your power deliberately. Leadership is a skill that can be developed. Sanjiv Ahuja offers some valuable insights into how to nurture and build this all-important ability. Sanjiv Ahuja advises that effective leaders never lose sight of the most important ingredient in any successful venture: their people. Sanjiv Ahuja, former CEO of Orange Group, shares his experience in making your personal values a tool for consistent decision-making and Watchteam motivation. as Sanjiv Ahuja guides you through what makes a clear, simple strategy and learn about using the "elevator ride" approach to hone Sanjivyours. Ahuja challenges the need of some leaders to remain popular no matter what and suggests ways to avoid making the same mistake. A workplace is made up of all kinds of different people with different skills and backgrounds. As Swarj Paul relates, it's wrong to assume that there is dignity only in higher-up positions. Credibility is highly sought-after in the world of business; you can't be successful if you aren't credible. Swarj Paul explains the keys to building Itcredibility. is through tragedy that we learn some of life's deepest lessons. Swarj Paul explains what he learned and how he changed through personal tragedy, and offers hope for those who suffer tragedies, noting that we can not only learn through them, but bounce back and be productive and useful. The person who can be courageous in truly difficult times can find the wherewithal to keep going – and it is this courage that can position them for a rebound. Swarj Paul notes how the courage of Mrs. Indira Ghandi, prime minister of India from 1966 to 1977 and from 1980 to 1984, stayed her in trying times and helped her regain leadership of the country. Swarj Paul presents insights on being in the right place and time and warns against missing an opportunity because of fear of making a mistake. Doing business in foreign countries can present ethical problems that require much attention and energy. Paul Judge explores how to navigate those issues and seek commercial solutions while maintaining high ethical Dependingstandards. on how structural changes are presented to them, employees can view them with concern and suspicion or they can embrace them with confidence and eagerness. Paul Judge explains the keys to making such changes a positive for both the company and for individual employees. Owning the company you run: Paul Judge shares important learning from organizing the buyout of Cadbury's food division to form Premier Foods. A management buyout provides a company the opportunity to restructure and point itself in a more positive direction. Paul Judge explains how he helped restructure a company that made significant positive changes. Such changes can help a company either stay strong or rebound if necessary. Dr. Wendy Thomson shares her insights on achieving social change by viewing public money the same way that entrepreneurs view investment. Open the lines of communication, and leaders will open minds to change. Dr Wendy Thomson suggests that active listening is essential to effecting Drchange. Wendy Thomson describes how effective leadership in the public sector requires the relentless pursuit of visibility, an open mind, and strong Changeconvictions. is sometimes a necessary evil, advises Dr Wendy Thompson. Identify and stay true to the organization's strengths – then change Thewon't devil be asis indisruptive. the details, but Colin Day advises leaders not to become so hyperfocused on details that they lose sight of the intuition that is necessary to true growth and innovation. Colin Day discusses different approaches to leadership and passes on insights to help you lead your company better. Reckitt Benckiser's Group CFO, Colin Day, warns that consensus management doesn't always work and that, as a leader, you need to be ready to take the ultimate decision yourself. Group CFO Colin Day discusses the importance of self-confidence in leadership and shows how you can profit from building self-belief in your Colinpeople. Day warns against settling into a comfort zone at work and suggests ways to choose being a career individual over a company man. Financial chief Colin Day warns against jumping to conclusions and shows how you can use an open mind to improve the recruitment process. Reckitt Benckiser's Colin Day discusses one of the key facets of leadership and offers tips on making an open door policy work for you. In some cases the phrase "time management" is an oxymoron. Victor Newman explains why an effective strategy is a necessary component in making time management successful. To test business ideas, entrepreneurs must perfect their elevator pitch. Mike Southon warns of the errors most entrepreneurs make when pitching their ideas and explains why two sentences is all an individual needs to Praisemake theplays perfect a significant pitch. role within an organization. Ann Limb shows how to turn appraisals into genuine opportunities for praising employees, celebrating achievement, and improving moral – and bottom-line – performance. Being promoted from within to a top leadership position is generally more difficult than coming in from the outside to that same position. Ann Limb helps those making that internal transition to know how to step into that new role and to help other employees recognize the new role and authority that the promoted leader has. Understanding and catering for the very different cultures of the private and public sectors is imperative to ensuring there is not a heavy imposition of one over the other manintains Ann Limb. Ann Limb advises that a true champion of diversity understands the need to hire employees based on qualifications, not quotas, and then ensure those employees are empowered to succeed. Ann Limb maintains that working in partnership towards a common aim is a popular, but often demanding, practise that requires a strong strategic Leadersvision and must purpose. focus on the few things that will really make a difference to their organization. Lynda Gratton encourages leaders to make sure their priorities are landmark priorities that are tightly aligned to their objectives and then find ways to filter these ideas down, as they are hugely important to the future of the company. Large, powerful organizations have a responsibility to play an important role in society. Lynda Gratton explains how leaders should take responsibility for this and be a force for good by engaging employees in how to be collectively greater than just being defined by the financial returns of business as usual. Acclaimed HR strategist Lynda Gratton reveals key insights into how you can nurture your company's human capital and reap the benefits. Sometimes the most interesting ideas can come from unusual places. Lyda Gratton encourages leaders to be receptive to the unexpected by moving outside of their traditional boundaries and spending time with people who Lyndaare different Gratton from reveals themselves. the future of business is in cooperation, not competition, and passes on tips to help you foster teamwork in your easyGroup'scompany. founder demonstrates the cheapest, fastest way to build a brand and passes on tips for turning media opportunities to your Noadvantage. company can stay a start-up forever. Stelios Haji-Ioannou, easyGroup's founder, shares insights on managing the change to Plc status without ruining your company's DNA. Entrepreneurs are the lifeblood of an economy. Stelios Haji-Ioannou talks about the key areas and attitudes you'll need to master to succeed. From easyJet to easyGroup – Stelios Haji-Ioannou shows how properly managed brand extension helps you enter new markets with less capital Getand thelower answers risks. you really need. Victor Newman shares how asking the right questions can help to distill information from open-ended directives. Set aside your current notions of mentors. Mike Southon coaches entrepreneurs on how to find mentors who can truly support their cause. When hiring for a start-up, put together a dream team. Mike Southon explains what a dream team is and what it takes to put one together. In this lesson, Mike Southon explains that you can grow a good idea as large as you like, even in large organizations. But it has to start at the top. No matter how impressive the credentials on the resume, never hire someone you don't like. Mike Southon encourages managers to trust their instincts when it comes to to matters of personality. Robert Sutton explains his tactic for avoiding disharmony in the workplace and offers helpful advice for dealing with oddball behavior. John Abele, Boston Scientific's founder, draws on years of experience launching innovative products to give insights into a difficult but rewarding Johnstrategy. Abele discusses ethical dilemmas in business and shows how obtaining reliable feedback from your customers can help you make the Johnright Abeledecision. shares thoughts on how making an innovative product familiar can be the tipping point that has enormous impact on your business. Because companies with sustainable values contribute to society, they're valued more. John Abele suggests ways to embed values in your company HavingDNA. a system of ethics helps your organization with decision-making, transparency and confidentiality. John Abele shares ways to become an Developingethical company. a deeper relationship with your customers will ensure you develop a better product. John Abele offers tips to help you. When leaders come in to guide a turnaround, Paul Anderson encourages them to look for ideas and solutions from the people already within the organization. Often, these people know exactly what needs to be done and just need the go-ahead and some guidance to do it. Paul Anderson stresses that vision, values and leadership have to come from the CEO and presents ideas to help you take responsibility. The more powerful you become, the more weight your words have. Duke Energy's CEO, Paul Anderson, suggests ways to be more sensitive about Ashow a youleader, say you what must you givesay. credence to company values by living them. Paul Anderson offers insights into "walking the talk." When delivering bad news, never sugar-coat the message. Paul Anderson shares examples of how people misinterpret messages that aren't Domino'sdelivered inPizza's a straightforward CEO, David Brandon, manner. shares insights into a process every leader needs to handle and suggests ways to convert people's fear of Leaderschange intoare onlyanticipation. as successful as their teams want them to be. David Brandon shows you how to prosper by treating every team member as an Davidindividual. Brandon warns against complacency and presents ideas and attitudes to help you inoculate your staff and company against it. David Brandon looks at one of the key aspects of leadership and suggests ways to make your decisions in a confident, optimistic and engaging Leadersmanner. need to know how to schedule change. Domino's Pizza's David Brandon shows you how to avoid a common mistake: making changes in Harvardtimes of Businesscrisis. School's Professor Rosabeth Moss Kanter discusses diversity in the workplace and suggests ways to deal with the pressure of Professorbeing different. Rosabeth Moss Kanter discusses being proactive and how to change a company even if you are not the CEO – through demonstration, Communicationcollaboration and skills education. are vital to a leader. Professor Rosabeth Moss Kanter presents some useful advice on getting your point across. Professor Rosabeth Moss Kanter explains how avoiding blame, focusing on the next task and setting short-term achievable goals can help you bounce Professorback. Rosabeth Moss Kanter passes on essential tips for fast-tracking your career as well as insights to help you get the most out of your people. The more diverse the team, the better the solutions will be. Gill emphasizes the need for gender diversity in business, especially as a means to create a rich talent pool and better serve customers. One of the best ways to broaden the experiences of junior staff is to have senior leaders teach what they've learned. Gill Rider shows that, by doing this, organizations not only show how important teaching is to the organization but also get its leaders to realize its importance firsthand. Gill Riders explains why it's so important to stop talking and start listening, because it's only when listening that one gets true and useful feedback Oneinstead of the of shallowmost important responses. aspects of business relationships is trust. Gill Rider shares why companies that put the client's interests above their own Gillfinish Rider first. shares why it's so important to approach everything you do with confidence. Because confidence and competence are so closely linked, when people perceive one, they often perceive the other. Gerry Roche reveals that the most important things to look for in your managers and yourself are communication skills and "the human touch." Top CEO-finder Gerry Roche shares his insights into putting the two most valued qualities in business to work and to recruiting the right people. When a company is recruiting, taking a long-term view is vital. Gerry Roche explains why and passes on tips to help you cultivate a long-range You'reculture in in the your service company. business, irrespective of what industry you're in. Gerry Roche suggests ways to ensure you'll always exceed customers' Gerryexpectations. Roche demonstrates that good managers can transfer their skills between different industries and shows you how to use this capability to Fordrecruit Motor better. Company's former President, Nick Scheele, shares his thoughts on achieving job satisfaction for yourself as well as the people in your Nickcompany. Scheele demonstrates the benefits of empowering people at all levels in your business and suggests ways you can involve your people to inspire Manythem. factors will affect your business. Nick Scheele gives insights into acting more effectively by only focusing on the ones you can influence Mostyouself. businesses are simple. Nick Scheele, Ford Motor Company's former President, shares ideas to help you avoid over-complicating the way your Communicationcompany works. is key for any leader. Nick Scheele discusses how you can communicate to build teamwork inspire and involve your people. Robert Sutton warns against the dangers of hiring individuals too similar to oneself. Creative work and routine work demand different skill sets, and not recognizing this can result in a company's downfall. Robert Sutton, author of "The Knowing-Doing Gap," warns against talking a lot and doing nothing and suggests ways to banish jargon and waffle Enthusiasmfrom your business. should not be the only driver behind a new idea. Robert Sutton shares key insights into successful approaches to innovation. The wheels of organizational change needn't move slowly. Robert Suttons explains that the key to quick and successful change is support from management, a team's belief that anything can happen, and the resources Whento make conveying it work. an important message, deliver the message via a story. Jay Conger provides tips for constructing a story that provides maximum recall of the intended message. You have to manage risk because the markets prefer predictability. Erroll Davis, Jr., passes on ideas to help you improve your company's risk Everyanalysis. leader has to deal with people who are underperforming. Erroll Davis, Jr., suggests ways to be tough but compassionate when it's your Energyturn. industry veteran Erroll Davis, Jr., offers some valuable insights into preparation and planning as a way to future-proof your company. Drawing on his experience operating in the energy industry in the post- Enron meltdown, Erroll Davis, Jr., gives insight into a difficult leadership Errollskill. Davis, Jr., Alliant Energy's Chairman, discusses the importance of life outside work and how encouraging this creates a more productive Goodenvironment leadership within thrives your on company. feedback. Alliant Energy's Erroll Davis, Jr., suggests ways to make it work for you as well as inspiring your managers. To keep a business from falling apart in the absence of its leader, Karen Kerrigan stresses the importance of getting employees to take ownership and to help in decision-making now so that the company can sustain itself and continue its mission should anything happen to its leader. Flexibility is key. Karen Kerrigan discusses how focusing on outcomes instead of the process of achieving those outcomes helps companies not only to retain employees but also to increase productivity and morale. Too few business leaders harness the power of the media to advance their business goals. Karen Kerrigan explains what it takes to become a credible source and how the media can help to grow a business and share its Justgoals. because a new business venture presents itself doesn't mean it's a good idea. Karen Kerrigan discusses the warning signs that tell you when it's time to walk away and why walking away may present better Duringopportunities tough times,tomorrow. stick to the mission and seek approval from clients. Karen Kerrigan explains why it's critical to tune out negative noise from peers, which often maligns the goals to be achieved. Achieving work-life balance is more important than ever. Laura Tyson shares ideas and advice for how to get through the tough times. it's easy to tell people what they want to hear. But, as Laura Tyson points out, to maintain trust and professional credibility, leaders must provide frank advice or, in some cases, no advice at all. Effecting change in an organization stifled by bureaucracy requires persistence. Laura Tyson, Dean of the London Business School, counsels leaders to negotiate change as part of their contract and to always focus Leaderson set priorities. learn by surrounding themselves with smart people. Laura Tyson, Dean of the London Business School, advises leaders not to fear Communicationindividuals with strongis a vital reputations. leadership skill. Laura Tyson, Dean of the London Business School, shares tips for mastering this critical skill. When a company focuses solely on the short term, the results can be disastrous. Ken Freeman shows leaders how to balance corporate behavior in an innovative yet process-driven culture in order to create sustainable, Walkinglong-time away performance. from an exclusive contract can be for the best. Ken Freeman discusses how he led Quest Diagnostics to a more prosperous future by turning down one of its big contracts. Ken Freeman talks about the drastic measures he took as a leader to help employees understand and meet the needs of customers and, ultimately, restore profitability to a business that had been operating in the red for 15 Kenyears. Freeman shares insights on why behaving like a leader in informal and familial settings is more important than being a leader just in the office. Serving as a chief executive officer is a privilege, not a birthright. Ken Freeman shares advice on when to begin succession planning, how to groom leaders, and ultimately how a company through a seamless Companiestransition. face a typical five-stage lifecycle. Ken Freeman teaches how to identify these five stages of the turnaround and how to avoid missteps that put companies back into vulnerable positions. Richard Pascale advises leaders to step outside their comfort zones and embrace opportunities to exhibit their power. That's the key to effecting change in an organization. The personal ties that bind can also be the personal ties that unravel. Richard Pascale warns leaders of the risks they face when they choose to protect their brethren instead of protecting their businesses. Focus is essential to the success of any leader, but Richard Pascale says focus is like any other skill: It must be harnessed. Focus too intently on any one aspect of your business, and you risk losing sight of the peripheral – and that's often where the best solutions are discovered. Richard Pascale looked at his career through a different lens, and it helped him see a path that led to exciting and rewarding possibilities. Don't settle for the ordinary; consider all the options that might await you. Richard Pascale says conflict can be healthy for an organization. The power of conflict is a powerful opportunity for growth – but only when organizations recognize and manage conflict effectively. The work environment can be just as challenging as the work one does. Amy Butte, chief financial officer of MF Group, advises that setting a clearly defined career path and staying focused in one direction is the key Believeto finding in yourselfthe right and fit. your decisions. Amy Butte, chief financial officer of MF Group, stresses the importance of trusting one's intuition and analysis, and sticking to one's convictions, especially when threatened by Amyunpopular Butte, opinion. former CFO of the New York Stock Exchange, shares how she worked with Finance employees to get their buy-in, which was key to making tremendous technological, organizational, and procedural changes Inpossible. a male-dominated business world, women can make a difference. Amy Butte, chief financial officer of MF Group, shares how women can make changes by becoming part of the process and setting examples through Mentorstheir everyday don't fall actions. out of the sky. Amy Butte, chief financial officer of MF Group, encourages people to forge their own mentoring relationships, which often are more rewarding than relationships created by organized Adversityprograms. doesn't build character – it reveals it. Marilyn Carlson Young shares three keys to success as the leader of your organization during a time of crisis: preparing a culture founded in trust, maintaining poise, and communicating effectively. Marilyn Carlson Young was young, bright, and driven – but she was also female, and that was a fact her colleagues wanted to hide by referring to her only as M.C. That prejudice angered her, but she didn't let resentment Race,cloud herreligion, judgment. and creed are prevalent in today's global business community. Marilyn Carlson Young explains the need to develop and manage a higher level of sensitivity to this fact in today's complex world. Marilyn Carlson Nelson learned the importance of accountability at a young age and believes that lesson paved the way for her highly successful career. When employees learn they, too, can effect change, both they and the organizations they serve will realize tremendous success. Marilyn Carlson Nelson discusses the benefits of creating business environments that are harmonious with the diversity and values of their employees to create business opportunities. Organizations often take the sink-or-swim approach to people development. Therefore, Jay Conger counsels individuals to take charge of their own development and to seek out coaches and mentors for Becauseguidance. employees watch a leader's every move and listen to every comment, Jay Conger stresses the need for leaders to be ever vigilant of the impact they have and to be ever cognizant of their behavior so that random gestures or comments do not have a negative impact on employees. To become a better leader, one must first become a better listener. Because the information leaders receive is often filtered, Professor Jay Conger explains ways in which leaders can learn to hear that which is Duringunspoken. times of change, Professor Jay Conger gives managers the power of significant moments. By staging events that exemplify the need for change, managers can send a powerful message about priorities and Kayquickly Koplovitz assess kept who her is in eyes, their ears, court. and mind open to big ideas, and it helped her find a passion for satellite technology. Keep your sights set on the big ideas of the day, and you might one day impact the business world Don'tas well. be deterred by the word "No" in business. Setbacks are rarely permanent, and Kay Koplovitz shows how staying persistent will help Inleaders the face eventually of adversity, to reach Kay their Koplovitz goal. turned her discouragement into opportunity. She quickly assessed her options, considered alternative solutions, and developed an effective solution to a challenging situation. As much as you'd like to avoid disputes with your key clients, you might find yourself faced with these types of unenviable challenges. Kay Koplovitz recommends that, when you're faced with this type of battle, you owe it to yourself and to your constituents to protect your turf – no matter what it might take. In the late 1990s, women had a poor track record for securing venture capital. Kay Koplovitz didn't let that fact deter her efforts to effect change in that market. She developed her goals and maintained her focus on them, and today the number of women securing venture capital has increased more than three-fold. Doing what everyone else does produces the same results. Jeffrey Pfeffer encourages individuals and companies alike to break free from the Successproverbial forgives mold. many things. Jeffrey Pfeffer explains why people may remember or reconstruct untruths in order to associate themselves with success. Succeeding in business often involves simply adhering to common-sense practices. Jeffrey Pfeffer uncovers why businesses fail to address the obvious and shares how to get back on track. Just the facts, please. According to Jeffrey Pfeffer, too many organizations make the mistake of making decisions without regard to the cold, hard facts and instead rely on assumptions and limited personal experiences to see them through, putting the business at risk. Jeffrey Pfeffer encourages leaders to see the world from the perspectives of others, enabling these leaders to build stronger relationships and have greater influence among those people with whom they work and interact. Warren Bennis talks about his search for a mentor, his becoming a mentor, and the importance of recognizing mentors within organizations. Lead with love, not fear. Warren Bennis shares why leaders who foster growth and encourage team members to support each other will be more successful than leaders who instill fear. Companies that do not invest in their employees risk certain failure. Warren Bennis discusses the efforts that leading companies make to train, develop, and retain their number one asset. To be good, leaders must have a passion for what they do. Former university president Warren Bennis acknowledges that, sometimes, once individuals get where they want to be, they realize they don't want to be Tothere. become a true leader, you must first know who you are and recognize how you got there. Warren Bennis shows how leadership lessons are taught early on in life and what it takes to make it as a leader. Being part of a tight-knit group allows people to perform at their best. Warren Bennis shares why it's essential for leaders to understand the trust and camaraderie that being part of a group brings. Creative ideas can easily get lost in the approval process and cause projects to fail. Robert Herbold gives advice on how to retain creativity in a Neverproject waste from starttime tocelebrating finish. when the focus should be on getting to the next level. Robert Herbold advises that companies should spend their efforts analyzing how to overcome weaknesses in order to grow market Robertshare. Herbold shares how to effectively delegate responsibility in order to achieve aggressive goals and become a market leader, a lesson he Robertlearned Herbold at Microsoft. tells the story of how Sam Walton of Wal-Mart taught Procter & Gamble a lesson in creative thinking that increased profits for Toboth get companies. a complete and timely picture of what's happening in an organization, it's imperative to have standardized measures in place across the entire organization. Robert Herbold shares an example of how Microsoft got back to the by centralizing reporting methods. Standardized templates are essential for accurately reporting financial results, setting benchmarks, and spotting trends. Robert Herbold gives an example of enforcing standards in order to accurately compare business Inunits. times of disaster, it's essential for chief financial officers to communicate directly with investors. Blythe McGarvie shares the importance of openly relaying both the bad news and the good, and calmly delivering a gameplan to retain investor confidence. Every individual in a company is charged with making money for that company. Blythe McGarvie shows how she trained her staff in financial Succeedingacuity. in a global organization requires that leaders adapt to the new environment and adopt new customs. Blythe McGarvie shares tips for thriving outside of the home office. When acquiring new companies, don't underestimate the importance of due diligence. Blythe McGarvie stresses the need to see day-to-day operations firsthand; get perspectives from managers, employees, and clients; listen carefully; and be aware of political factors that could affect the company's stability. When the cost of pleasing one's boss comes at personal expense, it's time to reevaluate. Blythe McGarvie explains why integrity is such an important commodity and why it's important to protect it at all costs. Forging a relationship with one's customer base is crucial to the success of a business, never more so as it is gaining its footing. Ray Anderson speaks to the value of creating an intimate relationship with customers and how it can separate a business failure from one that booms. Ray Anderson explains why it's not enough for the industry to simply comply with environmental regulation. In this lesson, he shares his journey of bringing higher purpose to his company and his employees. Do well by doing good. Ray Anderson explains how companies can become more profitable and increase their sphere of influence by taking demonstrable steps to leave zero environmental footprints. Acquiring, spending, and leveraging corporate dollars is a measure of success but can also lead to unnecessary risk-taking. Ray Anderson reminds leaders that outsiders' funds should be protected, respected, and Sustainable,invested like restorativethey were ourbusinesses own. can be extremely profitable, from both environmental and monetary standpoints. Ray Anderson challenges skeptics with his examples of biomimicry and destruction of the natural Rayworld. Anderson discusses how businesses can adopt the metaphor of the mountain to improve sustainability and create new industrial models that cause no harm to the environment. To win big, you have to be willing to lose big. Mel Lagomasino, Chief Executive Officer of GenSpring Family Offices, counsels that telling clients what they most don't want to hear can create priceless client Toorelationships. many companies spend too little time on their top clients. Mel Lagomasino, Chief Executive Officer of GenSpring Family Offices, shares an example of how selling off a portion of the company's client base Newresulted leaders in a must50% increasenever criticize in business. the work of those who came before them. Mel Lagomasino, Chief Executive Officer of GenSpring Family Offices, warns against alienating employees by talking about all the things Melthat Lagomasino,need to be fixed. Chief Executive Officer of GenSpring Family Offices, recounts how it was necessary to take the chairman of Chase Manhattan Bank to Buenos Aires to see firsthand how difficult it was to convince clients of the Bank's security amid rumors of bankruptcy and to gain his support with the problems she faced. Mel Lagomasino, Chief Executive Officer of GenSpring Family Offices, talks about why she felt it was necessary to fold her cards and leave her position as Chief Executive Office of the JP Morgan Chase & Company Private Bank when she was at the top of her game. Put your people first. ServiceMaster Chairman Emeritus William Pollard explains why it's critical for businesses to make the training and Comedevelopment for the opportunity,of its people nota top the priority. title. William Pollard explains what it means to become a successful servant leader, which exponentially increases an individual's growth opportunities. Chairman Emeritus William Pollard discusses the value of grace, not only from the side of extending it but also from accepting it. Chairman Emeritus William Pollard explains how businesses that provide meaningful corporate objectives can create environments in which people accept the responsibility to give back to others. ServiceMaster Chairman Emeritus William Pollard emphasizes the need for all employees to see dignity and worth in the duties with which they are tasked. When they do, their jobs become bigger than the task, and they Learningstrive to makemust comereal differences. from application. Chairman Emeritus William Pollard explains why lessons grounded in tangible examples and stories have a much better chance of future repetition and success. Climbing the corporate ladder requires individuals to have very specific skills. Dina Dublon talks about the skills that helped her advance in her own career: being demanding, having resilience and perseverance, and Apresenting distinct difference a can-do attitude. exists between managing and leading. To make the leap, CFO Dina Dublon counsels middle managers to internalize the characters of a leader: own up to responsibility and focus on what can the company do as a whole rather than seek singular rewards. Gender presents both opportunities and challenges in the workplace. Dina Dublon speaks to ways in which companies can break down gender Tobarriers. reduce risk in M&A transactions, Aart de Gues advises companies to seek out the factors of adjacency: similarity in the product or technology being acquired, similarity with the customer, and similarity in the channel. The greater the adjacency, the greater the chance for success. Aart de Geus discusses the delicate balance between setting expectations high enough but not too high. The key is in listening to what the customer needs, meeting or exceeding reasonable expectations, and being clear Afterabout many goals years that cannot spent honingbe actualized. the skill himself, Aart de Gues dispenses advice on how to hire first-rate employees, noting that this is a skill anyone can acquire and one that will improve a manager's own standing Aartwithin de the Gues company. speaks to the importance of values in business. Values bond teams, strengthen customer relationships, and improve the overall efficiency of the business because employees are no longer second- Aartguessing de Gues another explains person's why motives. delivering glowing reviews is actually a disservice to employees. Instead, managers must not only muster the courage to have the difficult conversations, but they must also frame the discussion in such a way that employees recognize the potential value they have to offer. Howard Lester imparts advice on the importance of focusing on doing the things that one excels at and then finding excellent people to do the other Eventhings. though traditional wisdom might dictate otherwise, Howard Lester proves it is possible to solidify brand loyalty and profit from multi-channels by creating a one-of-a-kind customer experience within each channel, be it a catalog, a Web site, or a store. When leading, individuals must have a distinct vision of the end goal and a direction for getting there. Howard Lester encourages leaders to remain steadfast in their convictions, especially during those times when their Long-termvision is challenged. survival of a brand is dependent on strong vision and strong values. Howard Lester explains what it takes to create brands that survive Howardthe test Lesterof time. shows why it's important to have a career that one has a true enthusiasm for and how that makes a difference not only in one's personal life but in business as well. Board members often have limited access to the companies they serve. To combat this, Edward Lawler shares warning signs that Board members need to look for should they have any doubts about the organization's Tomanagement increase a company'steam. chances of survival during times of change, Edward Lawler advises management teams to explain to employees, in detail, the change itself and then to involve employees in the planning Incentiveand implementation plans often stages. have unintended results. When devising such a plan, Edward Lawler advises companies to design collective faith situations instead of individual-based incentive plans, which may produce greater motivation but can also often produce more problems. A successful performance management system has little to do with the forms a business uses. Instead, Edward Lawler encourages organizations to focus on the process – identifying the decision-makers, informing people about decisions, and communicating what will be appraised and the benchmarks to be used. Edward Lawler presents a plan for bringing in human resources personnel who specialize in strategic issues and customer interaction by teaching managers how to handle day-to-day transactional needs so that the HR function can truly contribute to business successes. Edward Lawler cautions leaders to be careful when choosing a management model. Although various models can be successful, the key is to avoid making rash decisions and instead taking the time to find the Chairmanmodel that and best Publisher matches of the Black needs Enterprise of the business. Magazine Earl Graves stresses the necessity of believing in one's ideas, having confidence, and always putting forth a prepared and professional attitude to overcome racism in Tothe get business others world. to take you seriously, you have to dress for the part. Chairman and Publisher of Black Enterprise Magazine Earl Graves emphasizes the importance of dressing for success and its resulting Docompetitive your research. advantage. Chairman and Publisher of Black Enterprise Magazine Earl Graves discusses the importance of getting to know one's clients in order to open doors and create relationships built on trust. Chairman and Publisher of Black Enterprise Magazine Earl Graves underscores how a strong education and robust mentoring programs provide opportunities for minorities to succeed in business and for JWcommunities Marriott, Jr. to shares become how stronger. being properly prepared for adverse business conditions can help companies weather the unpredictable storms they will Keepface. your promises. JW Marriott, Jr. emphasizes the importance of creating a culture of caring about responding to employee needs during the toughest of times. Avoid the trappings of the executive swivel chair. JW Marriott, Jr. explains why getting out of one's comfortable chair and experiencing the world at large fosters the abilities of leaders to make key strategic decisions. To seize opportunities, you must be ready to pounce. JW Marriott, Jr. describes the steps companies need to take so that they are able to recognize opportunities and are ready to move swiftly and make the most Stopof these listening pivotal and moments. start hearing. JW Marriott, Jr. explains why asking questions of employees and suppliers and then actively hearing what they have to say is one of the greatest sources of information a leader has at Neverhis or herunderestimate disposal. the power of observation. Lauren Flanagan shares why it's important to always pay attention to one's surroundings. When making a bid, play up structural advantages. Lauren Flanagan shares tips for leveling the playing field and coming out on top of Nevercompetitive let anyone bid situations. set limits for you. Lauren Flanagan shares how a life- threatening accident taught her to fight, a skill that was critical not only in Inlife this but lesson, in business. Lauren Flanagan provides entrepreneurs with invaluable tips for striking a successful balance between financing and structuring a new Acompany. company's greatest asset is its people. Lauren Flanagan shares creative tips for recruiting top-notch employees and putting together a world-class Someadvisory executives board. put up a front in which they need to be right all the time. This same attitude is often carried out by their employees – which stunts the company's operations and, potentially, their growth. Ping Fu outlines a much better approach, one that strengthens the company's culture and bottom line. When you have a new product for a new market, you need to define that market before you can successfully launch the product. Ping Fu describes her experience in launching a new product and explains the principles Everyinvolved company in making wants a successful to grow their launch. business, and many take a shotgun approach to reaching as many potential customers as possible. Ping Fu points out the dangers to this approach and lays out a much more Byeffective its very plan nature, for establishinga crisis can makeyour ormarkets. break a company. Many people want to abandon ship during a crisis – but there are ways that executives can respond to crisis that rights that ship and steers it to calmer waters. BrandingPing Fu describes is an influential the keys tool, to responding setting a company'sto crisis. "tone" for both external and internal audiences. Robin Chase describes her unique, powerful, and inexpensive yet effective style of branding, which relies on Inusing everyday very simple life, "Learn tools andfrom a your personal mistakes" touch. is a tried and true piece of advice. In business, it holds the same, if not greater value. Robin Chase explains that learning from failure and using these negative experiences to affect positive change, is key to business success. Entrepreneurs face tremendous pressure from investors to grow and generate profit quickly. However, as Robin Chase points out, slow and steady progress may yield greater success. Expert advice is welcome, but it should never be the golden rule. Robin Chase reminds leaders to trust their instincts when it comes to the decisions for the greater good of the business and the happiness of the consumer. Securing for your company is a never-ending and demanding responsibility. Robin Chase details the risks and rewards of securing funding and reminds us to never overlook unlikely sources of dollars in this Entrepreneursquest. face a tough battle, and they must learn to survive on their own. As Robin Chase points out, every day they survive reduces the risk of Entrepreneurs,potential investors. especially, must be prepared to face extreme, unforeseen challenges. Pamela Marrone explains the needs for contingency plans and shares the personal and professional consequences of what happens when Whenthey're hiring, lacking. leaders too often hire people with the right technical skills, but they forget to evaluate a candidate's values. Pamela Marrone offers insight into interviewing techniques designed to flesh out a person's true Entrepreneurspassions. will often encounter seemingly insurmountable obstacles to success. But as Pamela Marrone proves, it is possible to move mountains. Whether it's $6,000 or $60,000,000, raising money is like a sales process. Pamela Marrone shares her tried and true tips for bringing in much-needed Aartcapital. de Gues speaks to the criticality of executives recognizing that, as important as it is for them to be competitive as individuals, it's more important that their individual actions contribute to the success of the Greatorganization. benefits can be gained by having HR personnel sit on boards and attend board meetings. Edward Lawler encourages organizations to realize the potential that HR personnel can have in shaping the company's Becausefuture. the message a leader's behavior sends amplifies throughout the organization, Gill Rider cautions leaders to make sure their behavior is Gillconsistent Rider encourages with what they're presenters saying. to stop focusing on bullet points and instead focus on logic, which provides a more powerful method of Shellycommunication. Lazarus explains why diversity is not about attracting specific groups of people. Instead, Ms. Lazarus encourages organizations to develop atmospheres in which everyone is allowed to participate, resulting in a stream of ideas that flows richly and rapidly. Chaos in the office can be a good thing. Shelly Lazarus cautions leaders to avoid always enforcing rules and regulations which stifles creative Inthinking. organizations reliant on innovation, Shelly Lazarus proposes fostering environments where all ideas can breathe and where employees are allowed to have conviction in those ideas. A company's success starts with its people. Shelly Lazarus urges that leaders must focus the majority of their time on their people because all else hinges on the ability of leaders to develop and retain their staff. In a struggling company, a leader's number one goal is to restore belief in the people themselves. Shelly Lazarus stresses that when employees recognize hope and small successes, momentum will build and can see Williamthe company Harrison through advises the individuals tough times. to step out of their professional and personal comfort zones and step into new and often-rewarding Experienceexperiences. isn't always an indicator of future success. William Harrison advises leaders to identify an individual's potential and to be willing take Williamrisks with Harrison it. believes there is no room for people with bad attitudes. And what matters even more is that good leaders are willing to take the risks necessary to change attitudes for the better. William Harrison shares tips for giving real-time feedback that defuses the defensive nature of people and turns situations into positive opportunities Dofor learning. not be afraid to over-communicate. William Harrison speaks to the importance of leaders openly and regularly communicating with staff, Noespecially matter duringhow seasoned times of or crisis. experienced a leader is, challenges will arise to test his abilities. William Harrison shares critical actions that carried him through a perfect storm of business crises which every leader can Ifimplement a business during is unwilling difficult or unabletimes. to adapt during periods of change, they will be unable to succeed. William Harrison talks about the need for leaders to put together teams that embrace change and move quickly Greatwhen theideas situation on improving warrants existing it. technology doesn't require that you recreate the wheel. Instead, as Candace Brown Elliott points out, you partner with companies in a win-win situation, saving you significant Manyexpenditures start-up and companies increasing think your reactively rate of return. in terms of protecting intellectual property – that is, once they have the property in place, they start searching for a patent attorney. Candace Brown Elliott advises start- ups to think proactively here, noting that an in-house attorney can actually become a profit center. Smart companies see value in their relationships with investors beyond the money involved. Investors can help companies in a number of ways, as Candace Brown Elliott describes here. It pays to hire the best people. When you hire experienced and talented people – true stars in their field – then you can do a lot with relatively few people. Candace Brown Elliot describes how she built an all-star cast at Profither company. isn't the only thing companies have at stake. Tori Stuart shares the story of why credibility and product quality outweigh short-term losses. Can lost revenue ever be a good thing? Tori Stuart shares an example of why choosing to lose sales by going out-of-stock is actually a better move than losing money through overproduction. Having people in the right positions can either hold a company back or propel it to the next level. Tori Stuart explains that as positions and responsibilities change, it may be time to change the people in those Topositions. succeed in business, you have to push hard to beat the competition and do whatever it takes to come out on top. Sarian Bouma describes the attitude and approach it takes to be a winner in business. Life is filled with adversity. Those who give up easily will not conquer that adversity and will settle for much less than they originally desired. Sarian Bouma talks about her encounters with adversity and how she responded to become successful despite overwhelming odds against her. Employee motivation is important in any business, but it's not always easy to achieve. Sarian Bouma knows one way to achieve it – by continually promoting from within and by encouraging her employees to Becauseimprove themselves. of external factors, business decisions may approach a crisis. How leaders handle that crisis can make all the difference, no matter how small or big the contract or consequences. Sarian Bouma describes what it Leaderstakes to needsuccessfully to be focused handle toa crisis. be successful. At the same time they need to be diverse and open to new paths. Sarian Bouma describes how she walked this fine line and laid hold of opportunities that came her way. Small companies are often going to face stiff competition from larger companies in gaining new contracts and customers. Todd Flemming explains how small companies can find ways to out-maneuver larger Therecompanies are times while when going you into can new make markets. customers a part of your development process and you should seize the opportunity to do so. Todd Fleming explains the advantages of this relationship and notes issues to consider as you attempt to include customers into your development process. When company growth stagnates, return to what made you successful in the first place. Todd Flemming explains some of the keys to reigniting Healthygrowth and cash reinvigorating flow is an integral sales. part of a healthy business. Todd Fleming explains the importance of cash flow and describes how he steered his Trustcompany and throughintegrity aare lean integral time. parts of the foundation of any successful company. Without them a company won't stand long. Todd Flemming talks about the importance of these issues and how they impact how his Sometimescompany operates. leaders want to work with as many clients as possible, believing that is the best thing for their bottom line. However, Mary Cantando points out that focusing on your best clients, the ones you enjoy the most and work the best with, while trimming the ones who are difficult to work with, can actually improve your bottom line. To achieve great success leaders have to set goals that will significantly challenge and energize their staffs. These goals will often appear outrageous or impossible to achieve. Mary Cantando explains that it is just this type of goal setting that can bring amazing results. No one likes bad news. Mary Cantando points out that even in bad news, leaders can find legitimate good points to stress and they should look for and communicate those good points. Leaders are well-versed in the value of mentors. But not all mentoring has to take place person to person. Mary Cantando describes a different type of mentoring, referred to as silent mentoring, that can be just as valuable Sometimesas the more leaders traditional can mentoringbe so engrossed style. in their work that they forget to celebrate their successes. Mary Cantando reminds leaders that celebration is an important part of success and that they should look to celebrate Smallsuccesses companies no matter enjoy how advantages large or small. over large companies in attracting and retaining employees, but many small companies lose sight of their own cultural value that makes them attractive. Andrew Sherman notes what it takes for small companies to retain their recruiting edge. Don't let going global put you in a sticky situation. Andrew Sherman shares tips that businesses, specifically small businesses, can use when expanding into new global markets. Co-founder relationships can make or break a company. Andrew Sherman discusses the inherent difficulties in co-founder situations and explains what's vital to have in place in a co-founder relationship. Co-founder relationships often go awry. According to Andrew Sherman, that needn't be the case. Sherman points out several viable solutions to problems with co-founder relationships. Small businesses rely on a number of relationships to bring their products to the marketplace. As Andrew Sherman points out, many small business owners focus on quantity over quality in setting up these distribution channels, to the detriment of their companies. Many small businesses have intangible hidden assets of which they aren't even aware. Andrew Sherman explains why it's important for small businesses to identify and leverage these lost treasures. Many people are scared off by the idea of partnerships. According to Susan Bari, they needn't be. Partnerships can make companies blossom, Thebringing days in of new forming strengths. business relationships over handshake deals or with good faith agreements have vanished. Susan Bari explains that pre- planning for partnerships and, most importantly, executing your vision on paper can alleviate discord and disaster down the road. When you are a consultant, it is very tempting to take on every client you can find. Susan Bari points out that there is a serious error in this thinking, and explains when it is better to not take on a client, or fire the client, if you have to, to keep your own business healthy. The key to raising money for a business is to thoroughly understand the market and have a solid marketing strategy. Susan Bari outlines the Threats,principles some of this legitimate strategy. and others not so legitimate, will always arise to pose problems for entrepreneurial businesses. Kellyanne Conway describes how she has responded to a significant threat in her field and gives pointers on how other entrepreneurs can respond in similar situations. With competition comes criticism. Kellyanne Conway points out the best way to handle criticism, regardless of how fair the criticism is. Growth is always a challenge for entrepreneurs. Kellyanne Conway explains how she grew her company and how seemingly disparate approaches to growth, one that preaches caution and the other that throws caution to the wind, can actually work together to produce the growth needed to sustain entrepreneurs. If time is money then time management is critical to an entrepreneur's success. Kellyanne Conway explains some of the keys to efficient use of time so that entrepreneurs can free themselves up to do what they do Resistbest. the temptation to work at home. Kellyanne Conway shares the advantages of investing in office space to create an environment in which entrepreneurs can be serious and be taken seriously. Timing is critical to entrepreneurial success. Irene Hrusovsky shares the story of how quickly responding to a SARS outbreak put her company on Atthe the map. forefront of research and technology-driven companies is the need to know how the product will ultimately be used. Irene Hrusovsky explains why it's never too early to plan for commercial success. Developing technology is a painstaking process. Irene Hruovsky reminds leaders that without a strong supporter and a vision for its practical application, the dream of this technology can die an untimely death. An entrepreneur's commitment to a new business must be a strong one and nothing will test that commitment or a leader's ingenuity more than surviving those lean years. Irene Hruovsky explains how creative thinking, as well as a sharp eye on managing finances, can keep businesses afloat in times of trouble and position them for even greater success. When delivering solutions, it may be to one's advantage to stop short of 100%. Victor Newman explains why delivering 100% can be detrimental to progress and morale and suggests solutions for overcoming deterrents. Rather than a passive, push approach to learning, Victor Newman encourages individuals to demand a pull approach to education, which better teaches what they both want and need to know. Avoid war in business. Robert Johnson explains the importance of building relationships and circumventing conflict. Make deals with people you like. Robert Johnson explains why partnering with people who have similar values and vision improves the chances of a What'ssuccessful in a deal. name? Founder Robert Johnson explains the makings of Black Entertainment Television (BET) from a start-up into an iconic brand. BET founder Robert Johnson discusses the value of timing when making strategic business decisions and how timing contributed $1.7 billion in Whileprofit businessto his company. models speak volumes, the measure of a man or woman can also influence our decisions in business. Robert Johnson stresses the importance of backing business partners not only with good business sense but with a true passion for their creation. Starting and running a business is a complicated endeavor but Robert Johnson stresses the simple practice of keeping revenue above spending can be the key to a flourishing business model. What does it take to be your own boss? BET founder Robert Johnson shares some of his first entrepreneurial lessons. To succeed today at true globalization, organizations must identify with societies as a whole. Neville Isdell shares why it's important to for businesses to get involved at the community level. Retaliation is not the way to manage conflict. To resolve differences, Neville Isdell cautions people to keep their emotions in check and stick to Somethe facts. windows of opportunity involve significant risk. Neville Isdell tells how Coca-Cola took away market share from Pepsi during the collapse of Marketingthe former is Soviet part intuitionUnion. part common sense. As Neville Isdell explains, some of the best market research comes simply from talking with your customers and looking at what others doing. To move social justice forward it may be necessary not only to push the envelope but also to break some rules. Neville Isdell shares an example of how Coca-Cola made great strides in South Africa during a time of Youapartheid. can't do everything but you can do the right thing. Neville Isdell sheds light on corporate social responsibility. Neville Isdell shares three simple rules that, when followed, move careers forward. A negotiation is not just an exchange of dialogue. As Mark Gerzon explains, you can succeed only by recognizing and addressing the real Inissues this lessondividing from the theparties US Houseinvolved. of Representatives, Mark Gerzon explains how organizations can set up structures that limit internal competition and Youpromote can overcome synergy. the "us" versus "them" problem. In this lesson, Mark Gerzon explains the concept of integral vision and how to implement it. Before entering into negotiations assess the level of trust. Mark Gerzon cautions that negotiating without first having in place a trust level that can sustain the negotiation will only sabotage the deal. To bring together an organization that is being pulled apart, Mark Gerzon challenges leaders to work with the groups on the fringe. Addressing the needs of the groups with the most conflict often affects change that Whenbenefits starting the entire up a business,organization. know who your customers might be. Mike Southon explains why having the right circle of customers to call on can Aresult lone inentrepreneur an early close. will fail every time. Mike Southon tells entrepreneurs to build a team of cornerstones if they want their business to succeed. Entrepreneurship is not about the money; it's about making a difference. Mike Southon counsels entrepreneurs that boredom is the only valid "No"reason is fortypically leaving seen a company. as a negative word. William Ury explains when "No" is not only the correct response, but it can also be framed in a positive way. He presents a "No" sandwich, framed with a "Yes" on each Oneside. of the greatest powers in negotiation is in not reacting. William Ury explains why keeping one's cool in volatile discussions is the best way to Mostachieve people one's focus objectives. solely on what a particular side wants in negotiations. It's the people who understand why a side wants what it wants that will succeed in negotiations. William Ury explains the dynamic behind this key Itnegotiations is a serious principle. mistake to think that there is only one negotiating table. As William Ury explains, there are, in fact, three tables of concern – the central negotiating table and the two internal tables on either side. Ury discusses the importance of winning over those two internal tables before finalizing a deal. Because the best laid plans often go awry, it's imperative that you have a "Plan B" in place before you negotiate. William Ury points out that you should always know your course of action if you can't reach agreement on Inyour negotiations original plan. you are trying to change someone's mind. The best way to do that, says William Ury, is to first know the minds of the people you're negotiating with. When you can start the negotiation from their point of Findingview, you're a niche on inyour consumer way to closingmarkets a candeal. lead to successful product and service innovations. Robert Malcolm explains how to discover new ideas Everyaround executive every corner. wants to build a high-performance sales team. Robert Malcolm describes his own experiences in building such teams and Sometimesoutlines the ankey established principles forbrand doing can so. grow stale and lose its standings in the market. Robert Malcolm relates how new life was breathed into an old Ifbrand your tocompany stunning doesn't success. have a sales-focused culture, you might not be achieving all the success you otherwise could. Robert Malcolm explains the keys to making the shift to a sales-focused culture and the benefits of Marketingdoing so. needs to earn its seat at the top table. But when its effectiveness is not measured, and when marketing does not hold itself accountable to results, then it will not earn respect or trust. Robert Malcolm details how marketing can be measured, and in doing so, how it can earn its seat at the top table. Innovation is a key ingredient in corporate success. Ivan Seidenberg reminds us that the best kinds of innovation are motivated by the needs and wants of the consumer and that leaders should pay close attention to this audience. Sales mergers focus on dollars and cents but that should never override the need to expand and continually serve the consumer. Ivan Seidenberg explains that watching the bottom line should never supersede these Ivanother Seidenberg important corporateexplains why goals. strategy must be born from execution. In this lesson, he shares how mastering the basics can create product differentiation, gain market share, boost sales, and generate opportunities Goodfor growth. leaders realize the value of good preparation in all aspects of business. Ivan Seidenberg explains that while preparation sets us apart, it also allows us to gain insight into our competitors and ourselves. Terms like affirmative action or equal employment opportunity can sometimes create a negative impression when associated with corporate diversity. Ivan Seidenberg reminds us that diversity need not be studied nor forced, but rather implemented with simple and non-intrusive, yet effective practices. In this lesson, Roger Fisher shares the story of how he counseled a former student, the president of Ecuador, to begin a successful negotiation away from a pending war with Peru. Negotiation is not about who's right and wrong or even about backing down. Roger Fisher examines how seeing another's point of view is a critical catalyst in adversarial discussions. To solve a problem, everyone must work as a team. Roger Fisher shares a story from World War II when the crew in his B-17 worked together to get the engines going again after the plane lost power. Who's more productive, the person tied to a cubicle or the person working at the coffee shop? Jody Thompson and Cali Ressler explain the changing of face of work and why results-only work environments help companies Meetings,retain their meetings, top talent. and more meetings. Cali Ressler and Jody Thompson share stories about how Best Buy made a dramatic cultural change that Toocleaned many up leaders its calendar. rely on the human resources department to manage and discipline employees. Cali Ressler and Jody Thompson explain why managers need to take ownership over performance and focus on outcomes, instead of relying on outdated and underutilized performance- measurement systems. In a world that needs ever more time, what if you could actually give your employees more time? Jody Thompson and Cali Ressler share how some companies are using time as a sought-after incentive to attract and retain Manyemployees. people mistakenly believe it takes a certain type of person--an influencer or a similar sort--to generate word of mouth that results in real return. David Balter found that to be false explains what type of person is the ideal person to generate return-based on word-of-mouth campaigns. The worst nightmare for most companies, in terms of word-of-mouth campaigns, is negative word of mouth. David Balter explains how to take a negative and turn it into a positive. David Balter explains why, in a start-up, it's okay to give away your product for free. This generates not only new customers but improves your Wordlearning of mouthcurve. can be a highly effective sales tool. David Balter shows you how to construct a word-of-mouth campaign that will help you harness the power of the tool and reap its benefits. Many company executives like the idea of word-of-mouth campaigns, but doubt that such campaigns can be accurately measured. David Balter refutes that idea and explains how he has measured word-of-mouth Tocampaigns win new tobusiness, reflect credentialsmeaningful onlyROIs. get you so far. David Bell explains why showing clients that they would enjoy working with you is the true differentiator as to who comes out on top. Product innovation is a powerful tool that can stretch the boundaries of possibility. David Bell reminds us that the brightest and best innovations will always resonate with consumers, meeting a real need in their day-to- Davidday lives. Bell recalls how a long and harrowing cab ride through the of London turned into the one of the best examples of customer satisfaction Anhe's ear ever for experienced. the consumer's wants and needs is a valuable asset in developing new products and services. David Bell explains that this skill, coupled with creativity and the ability to lead these users down the path they yearn to go, is the equation for success in the marketplace. Negotiation does not take place without emotion. David Bell describes four emotional styles and how to prevent them from souring a deal. To make your sales strategy more effective, put your customer in the driver's seat. Matt Ferguson shares why customers often have the best advice and how little it takes to get them to share what they know. How do you know when to outsource and when to do the work yourself? Matt Ferguson makes a case for keeping innovation internal and provides Mattideas Ferguson for doing shares it effectively. advice that gives companies the best chance for success when building a new business within their existing business. Your vendors are your customers. Matt Ferguson explains why you never want to think of anyone you do business with as merely a vendor. To understand strategy, you have to think about it in terms of how you differentiate your business from your competitors. To succeed at strategy, says Matt Ferguson, you must be diligent enough to review it often and nimble enough to change it when the market demands it. Entrepreneurs won't gain new business simply by touting better customer service. But as Matt Ferguson explains, customer service can, over time, be the reason customers stick with you so it's important to invest heavily Whileinvest traditionalin it. market research has its benefits, it may not provide the best insights into customers. Jim Garrity explains how Wachovia used ethnography to create a successful financial seminar program for its Innovationfemale consumers. can be challenging to cultivate in any organization, let alone in an industry that is risk-averse. Jim Garrity shares the story of how Wachovia learned to shed its skin and start anew. In this lesson, Jim Garrity explains the drive behind the PGA Tour's highly successful Wachovia Championship. After the First Union-Wachovia merger Jim Garrity was the man in charging of branding. Here's the story of how he took a little-known name and turned it into a nationally recognized brand. No company exists without office politics. Jim Garrity shares his secrets for maneuvering through political minefields. It's wise not to make assumptions when pursuing sponsorships. Jim Garrity shares a hard won lesson that involved the short-lived Compaq World StrategyPutting Championship. is not an episodic event. Stuart Grief encourages organizations to turn yearly strategy discussions into an ongoing dialogue. Does the climate of your organization foster innovation or snuff out new ideas? Stuart Grief advises businesses to embrace enthusiasm no matter Implementingwhere it comes strategy from. can be a great challenge for companies with multiple business units. Stuart Grief shares three key lessons for effectively aligning strategy among the various groups while at the same Whentime maximizing working in theirmergers autonomy. and acquisitions, focus on the why of the deal rather than the how. Otherwise, cautions Stuart Grief, you can easily find yourself "exquisitely executing the completely wrong deal." Stop debating issues that don't matter. Stuart Grief explains why it's important to focus on reducing complex data rather than analyzing it. To make a new company flourish, you have to be innovative. You have to see a need and a way to fulfill that need that no one else has thought of. Richard Santulli tells how he made his company fly when others thought It'shis ideaup to would you to never win over get offcustomers the ground. and potential customers. You have to prove to them that they're important and special. If you don't, you'll lose them. Rich Santulli explains how to win customers over in ways that will Aslet athem CEO, know it's imperative you truly care that aboutyou are them. involved in negotiations surrounding any important deal for your company. Richard Santulli tells what can happen when you aren't involved – and the benefits of being Theinvolved power in ofnegotiations. a strong brand cannot be underestimated. Richard Santulli discusses how he forged a brand for his company that helped distinguish it from its competitors – and how his company works to keep the Customerpower of that service brand is criticalalive through to any integrity. business. But as you grow, how do you maintain a quality of customer service that makes customers feel special and heard? Richard Santulli describes how he accomplished this as his It'scompany never grew. easy riding out a recession. But Rich Santulli rode one out, and here he describes one of the keys that got him through it. Do the right thing, and others will follow. Nowhere was this more truer than when Peter Seligmann left Nature Conservancy and started KeepConservation your head International. in the sky and your feet in the mud, advises Peter Seligmann. It's the only way to recognize and respond to a changing Personallandscape. interests have the ability to create corporate movements. Peter Seligmann explains how Wal-Mart was inspired to do the right thing. Doing what's right can be dangerous. Peter Seligmann shares the story of how Conservation International confronted Liberian president Charles Taylor and saved the timberlands for future generations. To expand your business, innovate. Peter Seligmann explains why finding new ways of doing things is more important today than ever before. Are your sales people costing you sales? Andris Zoltners explains why balancing territories is critical to reaping the greatest profits. When you put in place a weak sales manager, you have a weak sales force. Andris Zoltners explains issues organizations must address for sales managers to be successful. Many sales compensation problems actually from poor goal-setting. Andris Zoltners shares three examples and explains what happens when Toogoals many aren't organizations set correctly. have the wrong view when it comes to setting the size of their sales forces. In this lesson, Andris Zoltners explains four Salescommon ranking misconceptions. is a motivator for some but a wall of shame for others. Andris Zoltners makes a solid case against rank ordering your sales staff. "Catch a man a fish and he eats for a day; teach a man to fish and he eats for life." Clayton Christensen shares why letting someone reach their own conclusion is better than handing the solution to them on a plate. Turning a business in a new direction can be a stressful and unknown territory. Clayton Christensen shares how creating a common language can promote a healthy environment for change. Harvard Business School professor Clayton Christensen explains his theory of disruptive innovation and how a strong business model can Anyoutmaneuver number of a technicalnew technology. hurdles may need to be overcome when attempting to shoehorn a new technology into an established system. Clayton Christensen explains why introducing a new technology is more likely to be successful than fitting an improved technology into an existing system. Clayton Christensen is a noted professor and researcher at Harvard Business School, but he also knows the value of balancing a need for achievement with healthy personal relationships. In this lesson he shares how he started his life on a path that would lead to a successful "career" in marriage and parenting. While the world is impressed with the ability of select companies to create breakthroughs in the market, Liam McGee reminds leaders that not all exciting innovation must follow that path. Sometimes the most valuable innovations are driven by simply listening to the customer and helping business best serve his or her needs. Customers are demanding more transparency from businesses. Liam McGee explains why successful strategies break loose from formal annual meetings and instead evolve with customer needs. Keeping customers satisfied is integral to a company's success. But Liam McGee reminds leaders that this must go hand-in-hand with motivating associates who speak to these same customers, instilling in them a sense of pride in the products and services they provide. Wisdom sometimes comes from the most unexpected places, says Liam McGee. In this lesson he acknowledges that an administrative assistant early in his career became a great mentor and shares what he learned Tofrom achieve her. success in business, leaders may be forced to make difficult and unpopular decisions. But Liam McGee explains that decisive decision- making and execution reflects well on a leader and is in turn, integral, to a Wecompany's succeed success. or fail together, says Michael Dell. In this lesson, he explains to Mark Thompson, co-author of Success Built To Last, his strategy for developing a team of people who are engaged and committed to doing Andrewtheir best. Robertson cautions against over-analysis. As he explains, sometimes business really is as easy as, "I just want to sell some carpet." Henry Bloch details his company's transformation from a small, one-room operation into the well-known corporation it is today. In this lesson he explains how franchising his business helped it become a tax prep powerhouse. Forced reflection can lead to widespread improvements within an organization. Henry Bloch explains the importance of taking advantage of downtime to assess business practices. Word of mouth has long been considered one of the most successful forms of advertising. Henry Bloch shares how his company used excellent service to increase client referrals year after year. H&R Block founder Henry Bloch shares his personal management style. Find out why there is truth behind the phrase "Many counselors bring Charlessuccess." Brewer shares how a sales force with a belief in their own abilities can make extraordinary market gains. Learn how he fostered a sense of pride, confidence, and potential to turn an underperforming sales team Charlesinto a powerhouse. Brewer expounds on the importance of evaluating the impact of a sale on an entire organization, not just the decision makers. Learn from his of how a broader perspective can influence success. Charles Brewer shares why the old adage "Put yourself in their shoes" is imperative in a successful sales culture. In this lesson, he explains how to ask the deep questions that will reveal key points to strengthen client Buildingrelationships. an unbeatable sales organization takes hard work. Charles Brewer shares his advice on how to create a dynamic and passionate sales team Whenthat desires a sales the organization best. loses sight of its primary goals, it can take a long time and a lot of hard work to get back on track. Charles Brewer shares why having your sales team aligned with your company's overall Maxinemission Clarkis crucial shares to success. how her need for a dynamic and fun customer experience led her down the path of creating one of America's most Creatingenjoyable a retailnew businessbusinesses. is a risky proposition. Maxine Clark explains how preparing a detailed business plan can help you anticipate and plan for a Manysuccessful companies future. design business strategy based on market conditions. Maxine Clark shares why keeping your strategy aligned with your core values is integral to long-term success. Customers are the heart and soul of any business; they're the very reason for the company's existence. Maxine Clark shares her methods of using customer interaction to improve business every single day. Maxine Clark gives an example of how a novel, inventive product can drive business and lead to a whole new customer demographic. As a leader, it's important to get input. But as William George advises, there are times when you have to bite the bullet and do what you feel is right, even if what's right is unpopular. Why is there so little trust in today's business leaders? William George explains the role authenticity plays in effective leadership and what it Istakes it possible to find to one's have wayboth "home." a successful business and personal life? According to William George it is, but there are trade-offs to be made. True and lasting leadership derives from intrinsic motivations. William George shares a touching story about how never to lose one's sense of Leadershippurpose. is no longer about following others or having power over others. William George explains why true leadership comes from encouraging others to take the lead, regardless of their position in the organization. When your organization is going global, so should your board. Philip Kotler discusses the benefits of setting up diverse corporate governance. Do you know your customers? One way to get to know them, and subsequently to get to know your business, says Philip Kotler, is to invite Ifthem your to managers board meetings are important to you, as they should be, trust them. As Philip Kotler explains, allowing your managers the freedom to own and run their piece of the business can yield unexpected profits. If you can't invite your competitors to share their strategies with you, do the next best thing. Philip Kotler shares the story of how IBM invited Sun Microsystems CEO Scott McNealy – or a reasonable look alike anyway – to discuss how Sun is going to "bury" IBM. When confronted with problems, look to your people. Andrew Robertson explains that most problems are people problems and gives advice for how to put the right people into your organization. At some point in their career, leaders may be asked to see things a different way. Andrew Robertson expands on this simple concept, stressing the value of our ability to view and craft new opportunities from several Innovationvantage points. is typically tied to introducing the next big thing or the wave of the future. Andrew Robertson reminds leaders that focusing on the here and now and tapping into ways to improve upon the conditions at hand Settingwill reap aside the greatest short-term rewards. gains in favor of sticking to principles is a better the long term. Jimmy Wales explains why getting buy-in from employees and customers make it possible to outpace your competitors. Even when a tried-and-true approach seems best, proceed with extreme caution. Jimmy Wales warns against a priori thinking and explains why taking an open-ended approach is one of the driving factors of success. Building communities online is no different from building communities in the real world. Jimmy Wales explains how to effectively bring the human Don'telement ignore into ora virtualdownplay society. problems with your product; embrace them. Jimmy Wales reveals how to turn a negative incident into a brand booster. Wikipedia's online entries are edited daily by ordinary people all over the world. Founder Jimmy Wales explains how to maintain company values in an ever-changing global community. Successfully managing a global online community, says Jimmy Wales, is really just a simple matter of respect and of good faith. Michael Dell caught the business bug when he was young. In this discussion with Mark Thompson, co-author of Success Built To Last, he reflects on how his entrepreneurial spirit and understanding of the need for direct customer contact, were the basis for creating one of the largest computer companies in the world. Mark Thompson, co-author of Success Built To Last, talks to Michael Dell about the serious business of developing long-standing bonds with your Forcustomers. long-term survival, organizations must be prepared to take calculated risks. Michael Dell explains to Mark Thompson, co-author of Success Built To Last, how taking a risk on Dell.com resulted in more innovation and value over the long term. An organizational structure that is left unchecked can quickly muddy the waters of any mission. Michael Dell explains to Mark Thompson, co-author of Success Built To Last, how a restructuring of senior staff cleared away unnecessary confusion and put the company back on the right path. Driving strategy in a large-size, global business has special considerations that must be taken into account. Michael Dell discusses with Mark Thompson, co-author of Success Built To Last, the role of his senior leadership team and how, at Dell, they are positioning themselves for a bright future. In his conversation with Mark Thompson, co-author of Success Built To Last, doing business in China is not for the faint of heart, says Michael Dell. But as he explains in this lesson, obstacles can be overcome and for those who see it through, the rewards are worth the effort. Would you like to buy a tree with that computer? Michael Dell talks to Mark Thompson, co-author of Success Built To Last, about the steps his organization is taking to reduce its environmental footprint. Everyone faces the same challenges--work, finances, and family--but some leaders are more successful at meeting life's demands than others. Heather Dawson shares her view on how to gain a better quality of life Inwhile today's running global the economy, rat race. the insistence on moving faster than ever is constantly increasing. Heather Dawson shares the three funntal skills that executives need to succeed in a demanding environment. What Heather Dawson calls the "faster-faster world," more and more people are experiencing stress, depression, anxiety, and frustration. In this lesson, she shares her tips on how to break away from a potentially combustible situation and refocus on the positives. Robin Linnecar shares the story of a client who experienced a turbulent cultural shift when a new chief executive stepped in. His advice on adapting to organizational culture is appropriate for any person facing a Advancingdifficult transition to a new inposition the workplace. can be a complex and demanding challenge. Robin Linnecar shares his experience helping a salesperson transition into a new role as a chief executive officer. Peter Shaw relates the importance of developing a new perspective and positive outlook during life's difficult career transitions. Whether it's your first job or your last, a keen presentation style is a crucial element of success in any interview situation. Peter Shaw shares his experience preparing a candidate to interview for a high-level Peterposition. Shaw discusses the big questions that need to be asked and answered when an individual steps into a new role and shares his tips for Executivea successful coach transition. Peninah Thomson narrates the experiences that led her to co-author studies of senior female executives, including the book A Woman's Place Is in the Boardroom. For women striving to break into the exclusive echelons of top companies, Peninah Thomson shares her top ten must-do items, from networking to understanding organizational cultures. Peninah Thomson divulges the skills and qualities that any candidate pursuing a senior management or board position would do well to cultivate. After the sale is made and a trusted relationship is forged, it's essential to keep the spark alive. Paula Barbary Shannon advises on the importance of refreshing the customer team to foster continued innovation and growth. To satisfy customers, an organization's sales and operations teams must work in harmony. Paula Barbary Shannon shares an example of how to set up incentives that work both for a business and its customers. Nobody's an expert at coaching and mentoring. Paula Barbary Shannon explains why providing supportive feedback is something you have to Topractice successfully and do craft every a day. global account strategy, Paula Barbary Shannon strongly advises that companies take the time to understand the pressures their customers face and to constantly innovate to meet their Thefuture role needs. of global account managers must not be undervalued. As Paula Barbary Shannon explains, companies absolutely need to invest the time and energy to groom managers for these key roles. In this candid lesson, Paula Barbary Shannon shares the story of a deal she brokered that turned out to be the greatest failure of her career. Sometimes the basics are easy to overlook. In this example, William Lamar shares his experience at McDonald's and how listening to customer feedback resulted in a better cup of coffee. William Lamar shares his insight into using multiple channels to reach consumers in the digital age and across broad demographics to promote a Everyhighly marketerrecognizable will tellbrand. you it's important to know your customer. Bill Lamar shares valuable insight and nuance into how to expand that knowledge to establish a loyal customer base. It always pays to keep a sharp eye on your competition. In this story, William Lamar teaches how to learn from your competition's strengths and Usingweaknesses. the example of a partnership between McDonald's and DreamWorks, William Lamar explains why the best marketing relationships are ones of Makingequality. a change based solely on one's own ego and agenda is a potentially devastating move. William Lamar recounts his branding experience with Life as a lesson to others. Jeffrey Hayzlett shares his experience at Kodak during a time when the photography industry was shifting from traditional format to digital. In this lesson, he tells how to negotiate your way through the rough waters of Inchange. a rapidly changing world, companies must adapt to smaller, more focused markets. Jeffrey Hayzlett tells how Eastman Kodak Company has successfully moved from a broadcast to narrowcast market. Jeffrey Hayzlett emphasizes the close relationship between sales and marketing, explaining why alignment between the two is imperative in a Insuccessful a world wherecompany. integrity is increasingly hard to find, Jeffrey Hayzlett shares how keeping your promises upholds your reputation. A little perseverance goes a long way. Jeffrey Hayzlett recounts one his first experiences as a salesperson in this story of how to pick up and move Speakingon in the facefrom of personal adversity. experience, Colleen Honan recounts her work on an account for GE. By gathering together the most talented executives on each team, a successful partnership was formed to create innovative business solutions and won her company more business. Colleen Honan relates how her company changed from a hybrid model, in which every person did every job, into a more specialized hunter-farmer Ultimately,model. a business succeeds or fails based on its ability to deliver the goods and services that its customers require. Colleen Honan recounts a pivotal moment when adaptability to changing needs became the key to Test-drivingretaining a valued careers client. is a relatively new idea. Colleen Honan shares how her company's mentoring program allows sales reps to try out new positions Coleenwithin safe Honan boundaries. reveals what goes on behind the scenes to make global accounts successful, from the united front shown to clients to the nitty- gritty assignments of getting the job done. Colleen Honan discusses her experience entering management and the importance of having a supportive mentor in order to do so successfully. Promoting someone to a position over their former peers can be both advantageous and challenging. Colleen Honan discusses both sides of the equation from her personal experience. Before you get bigger, you have to get better. William Johnson shares how shrinking a company sets the stage for future growth by focusing on Williamsuccessfully Johnson performing believes areas. that innovation comes from taking risks and making mistakes, and from allowing consumers, and their concerns and opinions, into the development process. Innovation is a major Risingcharacteristic from a comfortableof successful bed companies. each morning is a risk, but that risk and those taken in daily business decisions, according to William Johnson, are Impossible!necessary for This success is the tored follow. flag that challenges people, and according to William Johnson, people love to be challenged to achieve what they think Changingothers can't the achieve. mindset of a sales team can be as simple as getting them to try the product for themselves. After that, explains William Johnson, it's a matter of information, motivation, accountability, and support. Whether it's green ketchup or -crispy potatoes, taking the time to find out what your customers want pays off. William Johnson shares tips about how to understand your customers' needs. Making no deal is better than making a bad deal and being prepared to walk away are two of the principles that William Johnson practices in his negotiations. Getting the best leverage for a company requires that Hownegotiators do you exerciseturn a $5 these million two sale principles. into a $100 million sale? Nick Adamo shares how the inspiration to dream big can change everything. When large sums of money are on the line, negotiations take on a huge weight. Nick Adamo communicates the key essentials of creating a mutual Nickwin-win Adamo relationship. examines the qualities and characteristics that make a sales representative a good candidate for becoming a sales leader. He also explains why "battlefield promotions" don't make successful leaders. In this lesson, Nick Adamo reveals how an insufficient understanding of customer needs can inhibit developing strong, long-term reciprocal Whilerelationships. traditional promotions follow a linear format, Nick Adamo explains the value of moving into new and different roles to expand a person's Heatherbreadth ofLoisel experience. explains the difference between giving a basic sales pitch and actually empowering a customer to negotiate on your behalf in their purchasing process. Defining causality between marketing and sales is not always crystal clear. Heather Loisel explains how defining the relationship between the two can Ultimately,help build strategy. only people with known value will still be around at the end of the day. Heather Loisel explains how to illustrate your worth to the company in an intelligent, comprehensive way. Heather Loisel shares her tips for using persuasion to successfully gain the cooperation of others. Like a stone thrown into a pond, the effects of our actions may reach farther than we realize. Heather Loisel recounts an example of a small action with extensive consequences, illustrating how business ethics involves many minute decisions that build on one another. George Fischer recounts the story of a meeting in which it was necessary to build credibility in less than 30 minutes and how preparation Havingbeforehand your clinched company the compared deal. to destructive locusts is a startling wake- up call. George Fischer discusses how his organization moved from transactional selling into developing real, trusted partnerships. George Fischer explains how knowing your client, having a trusted relationship, and listening to their needs can lead to innovative solutions that would otherwise result in missed opportunities. George Fischer points out some of the common mistakes new sales people make and shares tips on creating the most you can from each Inopportunity. order to make energy reduction galvanizing, explains Christina Page, data needs to be tangible and relevant to everyday life. Moving toward carbon neutrality encompasses both the large-scale picture and intimate details. In measuring carbon footprints, Christina Page shares how both are required for an accurate assessment. As Christina Page points out, it's difficult to sense the urgency of going carbon neutral by sitting in an office. Putting a face on energy reduction is Carbonwhat compels neutrality people is still to achange. new concept for many businesses, and Christina Page explains why she finds her position as Director of Climate and Energy WithStrategy the voluntaryso engaging. carbon market still in its infancy, Christina Page shares tips for successfully driving change in this entrepreneurial industry. An organization's core values can easily be extended to suppliers. Jean Sweeney discusses how 3M's supplier management process raises the bar on performance as well as environmental and social responsibilities. Look to environmental constraints not as challenges but as opportunities. Jean Sweeney explains how responding to environmental constraints Aproduces company's true core product values innovation. guide leaders through difficult times. Jean Sweeney explains how "doing the right thing" brought 3M Australia and its employees through a challenging downsizing. Preventing pollution, rather than reacting to it, can add up to huge costs savings. Jean Sweeney shares the story of how 3M's innovative Pollution Prevention Pays program has saved the company more than $1.2 billion. As Jean Sweeney discusses, tying together environmental, social, and financial benefits has the potential to produce innovative thinking, improved employee safety, and a more profitable bottom line. Life isn't always fair -- and neither is business. C. Tate George relates his experience in learning about the unfairness of life and how to deal with it Teamworkin the business is one world. of the enduring qualities of successful groups of people. C. Tate George explains the dynamics of teamwork and the qualities that Persistencemake special is teams. a hallmark of success in any venture. C. Tate George describes how persistence pays off and how he motivates his staff to stick to it and work hard, no matter what the circumstances. Life is filled with ups and downs, so it's best to stay focused and not get too high in the high moments or too low in the low moments. C. Tate George explains the one constant about life, in business and elsewhere, is Connectingchange, and with how a to mentor appreciate can be the a moment. catalyst for your career. C. Tate George describes how important a mentor was to him as he began his business career and talks about the key to finding the right mentor. Former Olympic champion Eric Heiden discusses how the skills he learned as a speed skater continue to help him overcome struggles he faces in the Whenpresent working day. in a team environment, be prepared for some give and take. Olympic champion Eric Heiden explains the relationship between the ability to compromise and the ultimate success of a team. Carpe diem. Dr. Eric Heiden shares stories from his days in the Olympics and how they taught him to take advantage of every opportunity. World-class athletes share the ability to perform physically, but mental toughness, says Eric Heiden, is what separates the good from the best. Eric Heiden understands the mantra that practice makes perfect. Visualization, he says, prepares you for challenges. With more Olympic medals in a single year than any previous athlete, speed skater and orthopedic surgeon Eric Heiden knows what it means to Onetrain oflike the a criticalchampion. issues for business executives is to be "up to speed" in their work environment. C. Tate George relates how he learned about this first through his experience as a basketball player and then as a business Jamieexecutive. Mitchell illustrates how corporate social responsibility informs every decision and strategy at Innocent Drinks. The Big Knit initiative is Jamie Mitchell's personal favorite, a program that combines doing good with doing good business. Customer opinion can make or break a company. Getting their input, in Jamie Mitchell's opinion, is an amazingly rewarding and interesting Everyexperience. company has a goal or ideal that is the heart of the business. Values, reveals Jamie Mitchell, are the bedrock foundation for Innocent AndrewDrinks. Kakabadse discusses the history of energy and economics and its impact on the world economy, drawing from Nikola Tesla in 1910 through Inthe order present for corporateday. social responsibility to be a true success in a company, Andrew Kakabadse explains why each individual must believe in its importance and be accountable for promoting the related policies. Andrew Kakabadse details the current viewpoints on CSR from a board room perspective and gives advice on how to promote CSR as a viable Andrewbusiness Kakabadse case. discusses the ethical concerns that managers at every level have to face. His viewpoints offer insight to the daily struggles of workers on the ground floor all the way up through senior management. Andrew Kakabadse weighs in on the current state of CSR and its projected future from a multi-national perspective. As the line of communication falters, CSR initiatives that start at the top may be completely unknown at the ground level. Andrew Kakabadse highlights the importance of maintaining standards in every area of an Aorganization. chance encounter can change a life. Stephen Howard tells the story of his conversation with Mother Theresa on a flight to India. In rapidly changing and often highly critical times, Stephen Howard shares his views on the expanding roles and responsibilities of business leaders. If integrity is defined as how you behave when no one is looking, then Stephen Howard explains why the New York Times test is how you would Thebehave distance if they between were. a corner office and those sleeping outside in its shadow may not be as great as we imagine, as Stephen Howard reveals. StephenHere he sharesHoward ways identifies others howcan help. volunteering helps create a bond among employees and develops goodwill among business neighbors and Thepartners. pursuit of excellence was the driving force behind the creation of Unipart University. John Neill describes the vision that started a dynamic Johnbusiness Neill force. narrates how a concern for community safety prompted Unipart to start the TRAX project in England, changing lives for the better. One book gave John Neill the words to explain his ideas. By using The Machine That Changed the World, he found a way to communicate lean thinking to employees at all levels. Ultimately, success boils down to inspiration. In revitalizing the youth training program AIESEC, John Neill gained as much benefit as those he Employeeset out to help. recognition, as John Neill explains, creates a dedicated, world- class staff. Unipart's Mark in Action awards have inspired a culture of Incaring the corporateabout customer sector, service. sustainability issues can make or break a reputation. Adrian Hodges explains that when leaders recognize that their sphere of influence extends to all different factions of the business, then they can effectively manage these issues from top to bottom. Adrian Hodges explains how a change of tactics can help accomplish goals when engaging senior management on the issue of corporate responsibility. Adrian Hodges illustrates how an external force can be used to drive internal changes in a risk-averse culture. Truett Tate illustrates how personal and corporate morality are inexorably linked. Consistency in belief is an integral part of overall success. Innovation is a goal that drives success. Thinking creatively about corporate responsibility turns dreams into reality, as Truett Tate explains. What is a good decision when all your choices are bad ones? Truett Tate illuminates the differences in ethics of working in third-world countries. Truett Tate discusses the need for alignment between a clear vision and the standard of values and behaviors of employees and how the result of Tothis be alignment successful is insuccess. the long term, sustainability cannot be merely a vision. Truett Tate explains sustainability must be practical and profitable in the real world. Leaders are well versed in the value of corporate diversity. Bob Wigley reminds leaders that investing in diversity programs provides great opportunity for employees and adds great appeal for individuals Whenevaluating responding a company to the for question employment. of environmental sustainability, organizations must have a developed approached. As Bob Wigley explains, that approach addresses policies, initiatives, and the creative talent of Helpingemployees. develop the role of females in the corporate world is not a simple task. Bob Wigley explains that leaders must differentiate the distinct groups within an employee base and then work to help them overcome Leaderschallenges are and held develop to the highesttheir full standards potential. of ethics and conducts. Bob Wigley reminds leaders that this charge to work on the side of good is an important one and that, by simply doing the right thing, leaders can Leaderscultivate exert the best their outcomes. influence in many areas and on various people. Bob Wigley reminds leaders that this circle of influence should include students, aiding their scholastic development as well as supporting the Businesses,efforts of these according young toentrepreneurs. Mark Goyder, need to establish guidelines so that new and inexperienced staff members know that it is their responsibility to speak up whenever something seems out of the ordinary. Compliance with government-issued acts alone does not show corporate responsibility. As Mark Goyder explains, progress comes when duties are carried out with conviction and when it aligns with the values of the Markbusiness. Goyder reminds us that CEOs are people, too, in this lesson about pushing for honesty. Mark Goyder narrates a profound example of how a societal issue affects consumers and the responsibility of businesses to respond. Every CEO must find a link between his company's values and his personal values. Mark Goyder shares the story of how one McDonald's CEO instilled his own values into the company for the greater good of employees, Davidsociety, Bell and makes stakeholders. a compelling case for allowing people in responsible roles to make their own decisions and manage the consequences of those decisions without interference from people with higher authority. Decency is not a common word that companies use to describe one of their core values, but it ought to be. David Bell relates how Pearson has incorporated decency as a core value in the company, and how employees Aactively company's seek employeesto live out thatought value. to reflect the markets and the people the company serves, as well as the people where the company is located. David Bell describes how his company does that in London, and the results Becauseof reflecting of competitive the diversity pressures, of the city. the temptations to do things that are morally or ethically wrong are always before us. David Bell reflects on one such time in his own experience and discusses why it's better to always choose the right thing, no matter what. Making money and treating people well are far from polar opposites. In fact, David Bell points out that there is a strong relationship between the two. He discusses how the two go hand-in-hand, and relates the most Corporatecritical points employees--from of treating people high-level well. executives to lower-rung employees--face ethical dilemmas all the time, and how they handle these dilemmas is critical to the success of the company. David Bell explains the right approach to ethical and moral challenges. David Bell explains how everything that his company does is ultimately a test of social responsibility. In this, lesson he shares noteworthy examples that put his company's core principles to the test. Peter Lacy explains why building a shared vision for corporate sustainability and responsibility is so vital to the success of CSR strategy. Peter Lacy identifies the factors necessary to form a cohesive research group of members from widely varying backgrounds when taking on corporate social responsibility projects. Peter Lacy outlines the four main challenges that businesses experience when trying to embed corporate sustainability practices into long-term Peterstrategy. Lacy shares how imagination can create innovative business solutions that align with mainstream goals.

It's all in the approach. Peter Lacy discusses whether companies should address sustainability as a standalone entity or embed it into all Inpractices. an age when consumers have more power than ever before, Nigel Doughty emphasizes the importance of transparency and responsibility in Nigelforecasting Doughty the explains future. how businesses are becoming responsible to society in general as opposed to a small handful of shareholders. Rather than using the traditional formula of cost and profit, Nigel Doughty suggests intimately viewing each facet of a business to determine its Sustainablepossibilities. profitability will never be the result of a short-term view. Nigel Doughty illustrates the importance of a holistic perspective in business. Predicting the future of an investment opportunity includes not only business strategy, but also the environment in which the business will operate. Nigel Doughty shares why acting responsibly can be the best Davidinvestment Grayson of all. warns leaders not to get mad. Instead he recommends they get involved and make a difference. Bringing about sustained change in diverse groups is no small challenge. But as David Grayson explains, using a compelling story as part of your message greatly heightens the chance of success. When ethics come into play, a solution can be even more difficult to achieve. David Grayson explains why having an ethical decision-making process leads managers to the right solution. Where no formal accountability requirements exist, David Grayson encourages leaders to take it upon themselves to behave as if they do and Valuesshares aretips criticalfor how to to any do organization'sso. success. David Grayson shares how to set up a process to define and practice values that an organization and its people can live and grow by. Truett Tate explains why corporate responsibility requires senior-level commitment and involvement just as much as it requires grass roots efforts to be a truly successful effort. Quitting is a bad habit to start. Jerry Rice shares a pivotal moment that changed his attitude and his life. In any career, planning for the future is a must. After learning the hard way, Jerry Rice gives advice on looking ahead. Belief in one's abilities is a strong motivator. In this lesson Jerry Rice shares how Coach helped him find his inner strength as a Livingbeginning the dreamfootball of player. being a professional football player is why Jerry Rice still pinches himself, as he shares here. As Jerry Rice explains, determination and a tough work ethic are what allow you to out-perform the competition. When his wife nearly died in childbirth, Jerry Rice learned what is most important in life, and he shares that story in this lesson. It can be tempting to mold yourself or your company into something that doesn't represent your values. Ice skating great Peggy Fleming speaks to the importance of being true to yourself, no matter the situation. To do your very best, you have to strive for perfection. Former Olympic skater Peggy Fleming describes how this approach helped her not only in her skating career, but in fighting cancer and operating a business as Formerwell. Olympic skater Peggy Fleming knows the value of staying centered and shares how you can do that to perform your best, no matter the Havingsituation. a vision for your future is important in any arena. Olympic skater Peggy Fleming describes the importance of vision in her athletic career, and translates that to how you can use vision to empower your business Everyonecareer. experiences self-doubt at times. Ice-skating legend Peggy Fleming explains how she overcame self-doubt before competitions and Promotinghow you can diversity apply it is to not your simply own alife. task on the corporate agenda. Anders Dahlvig explains how IKEA broke the glass ceiling and made enormous Givingstrides examplestoward gender from hisdiversity. athletic and business careers, Ray Pinney shows how having confidence goes a long way toward answering the question, Extra"Am I effortgood enough?" takes you the extra mile. As Ray Pinney explains, perfect practice makes it possible to overcome shortcomings in both athletics and Firstbusiness. careers are often only a short time in one's life. Ray Pinney shares the story of how he prepared for and successfully transitioned from an NFL career to his current career at Wells Fargo. Whether talking about sports or business, Ray Pinney explains why trust is an essential component of relationships. In this lesson from his NFL days, he shares an example of how to build trust. A positive attitude is a winning attitude. Ray Pinney illustrates how the power of a positive attitude leads to unlimited success. Making the transition from an entrepreneurial venture to global corporation is a difficult process, but as Anders Dahlvig shares, all you really need to move toward a centralized organization are a definitive goal Whenand a timeline. implementing a long-term strategy, connecting the overall vision with day-to-day operations is essential. Anders Dahlvig explains how setting such a strategy can provide for a comprehensive plan while Acreating strong acommitment sense of stability. to social and environmental issues can set a business apart from the rest of the pack. Anders Dahlvig emphasizes that while promoting this agenda is always good for the reputation, it can also Tobe gainbeneficial a real competitivefor the bottom edge, line. leaders must sometimes buck international trends and take big risks. Anders Dahlvig explains how navigating the road not taken can bring great success to a business and set it apart from the competition. In a prosperous market, it's easy for leaders to bask in the glow of success. But Anders Dahlvig reminds leaders that, after these good times end, a strategic plan for times of economic downturn can also reap great Globalizingrewards for operationsa corporation. is a growth opportunity that many leaders will undertake. But reminds leaders that the challenges of this endeavor should never be tackled alone. If necessity is the mother of invention, then changes in the market are the precursors to corporate reinvention. William Fung expounds on this concept of reinvention and reminds leaders that a systematic approach enables business to regiment the manner in which they foresee these changes and strategically tackle them. Like celebrity, success in business can be fleeting, and leaders must be able to adapt to the changing landscape. William Fung reiterates the importance of this evolution relative to a company's success. Although it may not seem of the first importance, Dr. Victor Fung explains why co-location is vital to a successful acquisition or merger. Consumers today are concerned not only with the physical attributes of the product in front of them, but also with the manner in which that product was produced. Dr. Victor Fung shares how consumer demands Ininform the case every of aspect Li & Fung, of business. extending the supply chain means incorporating design services into the manufacturing process. Dr. Victor Fung explains the competitive edge gained by expanding services. To minimize costs Dr. Victor Fung looks at lowering costs within the supply chain rather than in production. Just because a company is young or small doesn't mean it can't achieve great success. Manoj Kohli explains the varied strategies his company has used to achieve significant success in just 13 years. What kind of social responsibilities do companies have? Manoj Kohl talks about the social responsibilities his company has taken on and the results it can bring, not only to society in general, but also to the company that is Manojsocially Kohli responsible. explains how outsourcing played a key role in inventing a business model that would allow his company to focus on its strengths and rise to great heights despite extreme funding challenges. Disruptions and challenges are commonplace in business. How you respond -- and how you turn those disruptions into opportunities -- makes all the difference between being an also-ran and being at the top. Manoj Kohli steers you through the murky waters of disruption to the clear shores of opportunity. One of the best ways to grow a company is through collaboration with customers and partners. Manoj Kohli describes how his company has successfully done this and reflects on the critical areas of a successful Thecollaboration. culture of a company, its DNA, goes a long way toward dictating how successful the company can become. Manoj Kohli describes the entrepreneurial spirit and the culture that leads to success. No single type of technology is right for every company, as K. Vaman Kamath shows. In a leap of faith, his organization embraced a highly Timesuccessful is money, alternative and K. solution. Vaman Kamath shares how to make a culture of speed in innovation pay off. Innovative disruption can give a company the shot in the arm it needs to gain market leadership. K. Vaman Kamath illustrates this principle as it applies to consumer credit and finance. In the experience of K. Vaman Kamath, if you can provide better customer service at a low cost, consumers will seek you out. For K. Vaman Kamath, technology is the key element in accessing new markets, as he illustrates in this example on globalization. Sometimes, to make an opportunity work, you need to think about an old product in a new way. K. Vaman Kamath illustrates how an innovative use of an established product opens new markets. Sometimes the wide road is not the best road to take. David Gonski explains the benefits of taking the road less traveled. The bottom line in business is measured in dollars and cents, but good business goes beyond that measurement. David Gonski relates the impact of doing good and being socially responsible. Rumors that are flying around shouldn't sway you from doing what is right. David Gonski describes a time when people attempted to stop him by using rumors and innuendo, and what he learned from that situation. Managers and executives face tough decisions on an ongoing basis. Sometimes a choice can seem so lucrative and enticing that it can be hard to decide against it. David Gonski talks about making tough decisions and Vanityhow to canultimately be a powerful make the tool right that choice. can be used against the one who is vain. David Gonski relates how he very nearly was done in by his own vanity, and what he learned from that lesson. A good leader is like an orchestra conductor, as Giam Swiegers shares. it's not about the leader but rather the performance of his or her team. Time of crisis present great opportunities. Giam Swieger explains how to make the most of bad situations. To effectively solve problems, Giam Swiegers urges leaders to keep people focused on the problem rather than letting them point fingers at who is to Forblame. struggling companies, Giam Swiegers offers sound advice on reestablishing confidence in leadership and in the organization itself. Don'tHonesty rush is tothe change. first step. Giam Swiegers explains why having the right team in place before executing a transition strategy is more than just good Insteadsense. of working to improve the weaknesses of individuals, Giam Swiegers advises just the opposite. Leaders should focus on and further Indiadevelop is a a rapidly person's changing strengths. society with a young population. Ravi Kant shares the impact of the Indian consumer on everyday business. In a market with limitations, diversification helps to make the most of opportunities. Ravi Kant illustrates how Tata Motors diversified to stay Usingcompetitive. a new perspective to design a product makes innovative disruption possible. Ravi Kant demonstrates this concept by explaining the birth of Mergersthe Nano. and acquisitions are an inorganic way to grow a business in a global economy, as Ravi Kant explains. Phenomenal growth in India is creating more opportunities every day. Ravi Kant shares how to create and take advantage of a positive attitude toward change. Companies do not exist in isolation, as Ravi Kant highlights. What is gained from a society must be put back into the society. Companies sometimes face surprising difficulties. Sophia Tickell narrates a particular experience involving human rights relations. Campaigning, as Sophia Tickell shares, is a powerful tool with which to grab people's attention, but it isn't a complete solution in itself. When communications have broken down because of negative emotions, a frank conversation can refresh the parties involved. Sophia Tickell explains how open dialogue can speed solutions. The difference between societal and shareholder value can create friction when it comes to defining a company's mission and purpose, as Sophia SustainAbility'sTickell reveals. Sophia Tickell identifies her company's overarching goals and strategies for success. When you truly listen, what you hear may surprise you. Phillipa Foster Back recounts an important lesson from her early career that taught her Eventhe value as the of mostactive senior listening. female at her organization, Phillipa Foster Back was unaware of the leader she was becoming for other associates. She advises leaders to remember that someone is always looking up to them. Networking is an essential resource for professionals. Phillipa Foster Back emphasizes the usefulness of networking to build skills. As a prime directive of her job, Phillipa Foster Back gets up close and personal with the concept of business ethics. In the end, our personal integrity is on the line for the choices we make. Being honest in your relationships is the advice of ethics guru Phillipa BeingFoster theBack. lone dissenter can be a precarious position, but Phillipa Foster Back encourages speaking up. Employees need a safe and constructive way to share ethical concerns, advises Phillipa Foster Back. In this lesson she offers simple and effective methods to encourage open communication. Taking the time to listen to employees, explains Andy Wood, is a great way to recognize internal talent that's being underutilized. Companies that sell potentially harmful products have a duty to society. Andy Wood explains how his organization successfully partnered with others to educate people about the misuse of alcohol while at the same Intime building strengthening values-based their organizations,brand. leaders themselves can be a threat to success. Andy Wood explains how to overcome the obstacles companies face when tackling such endeavors. The development of eco-friendly products is not limited to internal processes. Andy Wood discusses the importance of external partnerships Leadershipin the success is not of newabout products. giving orders. As Andy Wood advises, true leaders help employees to get excited and find solutions. Rallying around a cause can effectively bring individuals together in support of a shared goal. Alex Smith reminds leaders that achieving even the simplest corporate goals can bring big benefits and promote unity Environmentalamong employee responsibility supporters. is a key component to a business's success or failure. Alex Smith reminds leaders that this mission to preserve the earth and its resources is within our reach and can be accomplished with simple, yet effective, measures. Bringing passion to our work is a part of the recipe for success. But Alex Smith describes a different passion -- one for sustaining our planet -- and how his commitment to this passion has translated into his life's work. Lip service doesn't strengthen society's view of a company's values. As Andy Wood discusses, companies must prove their values through projects that actually demonstrate those values. Selling a message to an external audience can be a challenge, one in which leaders are forced to work and rework their strategy. Robert Nuttall reminds leaders that, before we can effectively communicate outside the company walls, this message must first and foremost resonate with internal audiences. When leaders set a corporate agenda, they look for support from their consumer base. But Robert Nuttall reminds leaders not to overlook the powerful influence of their own employees in deploying and promoting these strategies inside and outside the corporate walls. Sound and clear communication is of the utmost importance, but how can that be bolstered with the use of scientific fact? Robert Nuttall explains the value of a relationship between communicators and scientists that bring Leadersresonance are to well-versed the message. in the value of allies, but not all alliances start on a friendly basis. Robert Nuttall reminds leaders that the power of a engaging or aligning an NGO, particularly one critical of your operation, Creatingcan never a bepositive underestimated. impression as a new leader takes both skill and tact. Christine Bartlett relates her experience as a woman and industry outsider entering the firm of Jones Lang LaSalle as CEO. Taking control of a failing business unit involves a high level of risk. Christine Bartlett points out that it also has the highest rate of reward, Asmaking Christine it worth Bartlett the challenge. explains, corporate social responsibility encompasses more than just sustainability; it also includes a focus and involvement in Goodthe local communication community. is one of the simplest and most effective tools a leader has at his disposal. Robert Milliner reminds leaders that encouraging an open dialogue with employees brings harmony to an Workingorganization to change and provides the culture an edge of a firmover competitors. is a huge undertaking, with ramifications for all parties involved. Robert Milliner reminds leaders that because of the far-reaching effects of change, the critical keys to success are involving and engaging peers each step of the way. While the challenges of management are readily apparent to leaders, the true test of mettle is how the role of leader is handled. Robert Milliner contrasts the differences between simply managing, and truly leading, an Changeorganization. never comes easy. Robert Milliner explains that, while the process may be lengthy and frustrating, the rewards and reassurance of productive change can also create a passion and excitement for future Thechange. personal satisfaction that leaders derive from community outreach is undeniable. But Robert Milliner reminds leaders that along with personal growth comes the potential to make a positive and profound effect on others, making an impact that lasts well into the future. Leaders are well aware of the knowledge they can impart as mentors. But Robert Milliner explains that the best and most natural mentoring efforts should be a series of give and take, benefitting everyone involved. When dealing in commodity products, differentiation is essential to edging out the competition, as Stephen Roche relates. From Stephen Roche's perspective, leadership isn't just happenstance. It requires focus, investment, and commitment. Acquisitions and mergers create a shift in power and change in corporate culture. Stephen Roche clarifies what is often a clouded situation. Corporate social responsibility is the new phrase for expressing an old idea. Stephen Roche reveals that awareness of external environmental factors isn't a recent development. Shakespeare's immortal words, "to thine own self be true" are as good advice today as they were during the Golden Age, as Stephen Roche Nodiscloses. matter how great a situation seems, you will likely need an exit strategy at some point. Peter Young describes his first experience with exit strategies and talks about the need for a clear strategy. The best businesses make their employees a top priority. Peter Young describes a time when his company was loyal to him, and how that affected not only him and his fellow employees, but also the company's it'sclients. easy to manage risk during the good times. It takes much more savvy to manage risk in the down times. Peter Young details his experience in managing both and relates the keys to good management. A successful relationship between management and the board requires respect and transparency. Peter Young describes his own experience and highlights the role of integrity on the part of all involved. To make yourself most valuable, you need a broad business education. Peter Young talks about his own route through school and how that benefited him and discusses the type of education that makes you most Showingmarketable. others that you know how to take care of business is easy. Leonard Wheeler discusses how simple follow-up can change people's perceptions of you and your abilities. Before you get knocked down, make a plan. Leonard Wheeler explains the importance of developing a strategy of responding to events before they Aoccur. team is only as successful as its individual members. Leonard Wheeler talks about the importance of understanding the value that you and others Tobring achieve to a team success, environment. focus on the details. Leonard Wheeler shares why doing the little things well paves the way to bigger and better things. Play to win. As Leonard Wheeler shares, preparation is all you need to Let your instincts guide you, suggests Stacy Peralta, and you will generally make the right decisions that lead to success. To push past obstacles, says Stacey Peralta, you must keep going no When you get to the point where you think you're successful, Stacy Peralta explains why it's actually time to start looking back and reevaluating. The things in life worth having rarely come easily. Stacey Peralta expects and prepares for adversity. Success can come just when you think you are finished. Stacey Peralta shares how his life took a new direction when he was at the top of his Staceygame. Peralta lives by the adage that there is no stupid question. He emphasizes the importance of asking questions in order to learn the answers. Stacey Peralta suggests embracing fear to gain your dreams, rather than settling for less than true happiness. A successful team makes its leader successful too, reminds Stacey Peralta. Helping a team fulfill its potential creates a hierarchy of Aaccomplishments. former Olympic champion and now doctor, Eric Heiden urges other to take preventative care, which is essential in both sports and medicine for Theoptimal traditional performance. expectation is that leaders will bring exciting new ideas to the table -- but traditional thinking is not always what an organization needs. Joseph Eckroth reminds leaders that, when it comes to new ideas, sometimes the most effective role a leader can play is to open doors for others, making sure their innovative concepts get time in the spotlight, too. Innovative ideas are at the heart of any successful business. But not all innovation is born inside company walls. Joseph Eckroth describes a different type of innovation -- innovation gained by improving others' concepts -- that can be just as successful as traditional means. Advancing through technology is important, but it's how the bottom line is affected that matters most. Joseph Eckroth describes a leader's charge to marry these two issues and ultimately bring efficiency and financial Whensuccess leaders to a business. bring ideas to the table, they want to contribute in a meaningful way. But Joseph Eckroth explains that the true worth of this vision will be measured by the support it garners from other executives. Leaders can agree that, when it comes to finding and retaining talent, an organization must strive to make employees feel connected to their management and valued in their position. Joseph Eckroth reminds leaders that these same basic principles can and should be applied globally, ensuring the same level of retention in emerging markets. A techno-savvy executive is an asset, but it's the well-rounded executive who makes the greatest impact. Joseph Eckroth explains the importance of combining business and tech-savvy in the role of executive. For many businesses, there is a distinct connection between the use of technology and strategy development. Joseph Eckroth shares his own experiences where technology has born new and innovative business Leadersstrategies. can't help but admire the "shining stars" in an organization. Joseph Eckroth cautions that, while these individuals are important, it's truly the collective talent of a team and how they work together that gives Successionan organization planning its strength. is a priority for an organization and its leaders and sometimes the path is paved with pitfalls and missteps. Joseph Eckroth provides his keys to successful succession planning. Without user understanding and acceptance, IT programs can fail immediately and disastrously. Robert Fort illustrates how to design Workingtechnology in athat company works forthat everyone. embraces change, Robert Fort divulges how to ease major transitions for employees. Without a united vision, projects can quickly become derailed. Robert Fort explains the importance of creating a common goal at the outset of an Withoutundertaking. training, choosing a vendor can be a difficult and risky decision. By involving users in the decision-making process, choosing a vendor becomes an empowering learning experience, as illustrated by Robert Fort. The immediate benefits of using technology cannot be underestimated, but not all rewards are reaped immediately. Robert Fort describes a trickle- down effect in implementing technology. The combined topic of business alignment and IT isn't one of Robert Fort's favorites. He reveals his take on how empathy improves communication when discussing sensitive issues. Understanding the personalities of those who enter the IT field is critical to building a successful team. Identifying individuals with an eye for strategy, says Robert Fort, will help create a group that can focus on overall Bybusiness hiring goals. personnel with real-world, in-store experience, Robert Fort has built an IT team with a strong customer focus. In IT, an up-front cost can have lasting value, explains Robert Fort. IT and business alignment focus on the big picture. A CIO's main job, declares Robert Fort, is to keep eyes and ears open for innovations in every industry. When predicting ROI for technology, Robert Fort emphasizes caution. While some metrics can be specific, ROIs related to sales should allow a Becausemargin of consumers error. are becoming so much more technologically savvy, says Robert Fort, customer interaction and satisfaction is easier to track Whileand analyze. knowledge of technology is key in a leadership role, it does not define the job in its entirety. Robert Fort explains that people, their issues, and the issues of the business help shape the role of the leader above Mostanything people else. either listen too much or not enough. Aime Achard teaches leaders how to achieve the right balance, especially as it pertains to Simplify,users. simplify, simplify. Aime Achard advises on ways to use IT to simplify and therefore gain improved innovation. Aime Achard discusses what it takes for CIOs to add value to their As Aime Achard explains, CIOs must build diverse teams. And to do so requires a good of "technicians," "geeks," and "users." In a business, structuring projects as business projects, as opposed to IT- only projects, is the only way to deliver a truly usable product. Aime Achard explains how to hold users responsible for end results. A critical part of CIO succession planning is being able to successfully switch mindsets, as Aime Achard explains in this lesson. Effective communication among departments and the boardroom is key for CIOs to gain business perspective. Aime Achard discusses why this helps CIOs think more about the overall business rather than just its IT Justneeds. like speaking the same language is important, so is using the same tools. Aime Achard encourages businesses to use the same technologies as customers to better understand what customers are talking about. While it might be tempting to limit technology investment when times get tough, Aime Achard cautions businesses to stay the course because without keeping up with technology, an organization will ultimately fail. To develop new strategies and improve process, Paul Jeffreys advises on the need for first building key relationships with the people you need to Aswork IT with. services become more mission critical, a greater skills mix is needed among staff. Paul Jeffreys provides tips for training staff that, in the end, lead to improved IT services. Before you start working with data, you have to create a plan for managing that data. Paul Jeffreys discusses what it takes to effectively Tomanage make today'sthe most deluge of a federated of data. IT infrastructure, start by putting the correct central governance structure in place. As Paul Jeffreys discusses, success derives from the right balance of autonomy and communication. The use of technology is part of a collaborative process, as Paul Jeffreys explains. Rather than forcing its use on staff, it's more effective to weave it into current processes to effect change. Sometimes a childhood passion leads you to the rest of your life. Cathy Rigby shares how she got into gymnastics and why the skills she learned Cathythere servedRigby openlyher well shares later inhow life. the obstacles her mother has faced throughout the years have influenced her personally and professionally. An effective leader knows the value of a strong work ethic. Cathy Rigby explains that it is this type of drive that helps leaders to achieve and Sometimessucceed in anyleaders setting. become so wrapped up in the trappings of success that they lose the ability to settle for anything less than the best. Cathy Rigby reminds leaders to savor the ups and downs and to allow each Themisstep attitude to add of ato leader the learning sets the process. tone for a sense of teamwork and camaraderie. Cathy Rigby reminds leaders that showing respect can have a trickle-down effect, eliciting positive results from employees. During difficult times, it's a challenge to look for the light at the end of the tunnel. Cathy Rigby reminds leaders that perseverance and hard work during the darkest hours can create an unexpected, yet positive change Afor leader's the better. awareness of limitations can help him or her to accurately judge his competence. Cathy Rigby reminds leaders that although this is an admirable quality, sometimes they must throw caution to the winds and Totake serve a leap your of customersfaith in their more abilities. efficiently, Jeb Dasteel recommends you revamp the way you view and service important accounts. Jeb Dasteel shares why it's better to align with existing culture and work with your organization's strengths rather than trying to force company Makingculture intothe customera new mold. heard is what being a CCO is all about. Jeb Dasteel explains how to amplify the voice of the customer to the organization. In times of change, information creates a sense of security. Jeb Dasteel depicts how communicating with clients and customers during an Jebacquisition Dasteel helpsexplains retain why business. responding to customers, even with disappointing news, is preferable to withholding communication and may Customereven be beneficial. advocacy cannot be the responsibility of the CCO alone. As Jeb Dasteel shares, every person in an organization must believe and participate in customer service to create a successful culture of wooing Barbaraclients. D. Stinnett explains how, instead of organizing companies by functionality, a CCO becomes a unifying presence to advocate for the Barbaracustomer. D. Stinnett shares a best practice she learned about using customer councils to improve profitability, services, and strategy. Customers need to know they are heard in order to feel valued. Barbara D. Stinnett shares her best practices for building customer loyalty. Simplify the message of value that your company offers to clients. Barbara D. Stinnett suggests how to convey complex solutions in an easy to understand, customer-centric fashion. Barbara D. Stinnett recommends walking a mile in your customers shoes. Understanding their perspective makes you a more successful customer Barbaraservice representative. D. Stinnett shares her story of working through the crisis of 9/11 to illustrate how to calm a frantic situation. To provide the best service to their clients, Dave Mabon compels leaders to react quickly to client strategies and initiatives, particularly in a rapidly Ifchanging you can't business show proof environment. of the value you've provided, it might as well not exist. Dave Mabon advises communicating regularly on both the initial and ongoing value you create for customers. Dave Mabon defines the emerging role of Chief Customer Officer from his own personal experience. Rewarding behaviors by tying compensation to customer satisfaction encourages employees to give their very best, as Dave Mabon illustrates. Brian Malloy explains how to assess levels of trust between two parties and improve the relationship over an extended period of time. To drive industry change and set strategy in fluctuating markets, Brian Malloy advises getting key stakeholders and industry insiders on board Brianfirst. Malloy reminds businesses that an ounce of prevention is worth a pound of cure, as he narrates in this story about mobilizing during a Communicatingcustomer crisis. with customers helps an organization set and prioritize goals, as Brian Malloy illustrates in this lesson about developing a Tocustomer-centric create workable organization. solutions, identify and listen to key opinion holders in your market. McLeod shares how to use customer feedback to Tammydevise a McLeod strategy. shares how a survey by an outside company served as a wake-up call for expanding the view of customer service. Individuals who work in customer service tend to be people-oriented. Tammy McLeod explains how having happy employees helps create happy Tammycustomers. McLeod narrates two different customer service initiatives that end up with two very different results. Sometimes a negative experience can draw people together. Tammy McLeod reveals how you can use a crisis situation to unite a community Rudyand improve Vidal explains customer that satisfaction. finding out what your customer needs, instead of what your customer wants, can make the difference between success and Mostfailure. company policies exist to ensure that that negative experiences are kept to a minimum. Rudy Vidal suggests putting policies in place that increase the volume of positive experiences as well. Improving customer satisfaction means changing the culture around customer service. Rudy Vidal shows how clear expectations and employee empowerment can change a culture. Loyalty, explains Rudy Vidal, is a product of an emotionally charged relationship. Interacting with customers on an intimate and personal level to provide exemplary service creates a lasting effect. To be truly effective, a CCO must have the ability to change and devise policy across all departments. Rudy Vidal articulates why empowerment is a necessary ingredient for positive change. Rudy Vidal illustrates how to retain customers in difficult circumstances by whatever means necessary. It's important to know the difference between talking with your customers and talking at them. Dan Wittner highlights how engaging customers Retaininggrows a business. customers in a downturn means going the extra mile to provide service. Going beyond your usual boundaries, says Dan Wittner, can help you build long-term relationships that survive temporary difficulties. In hard times or easy, setting customer strategy focuses on one thing: understanding your customers' needs. Dan Wittner identifies how listening Changingto customers payment guides options strategy. is one way to adapt to customers' needs in a difficult economic climate, as Dan Wittner explains. Bruce Winzar discusses how to start small with demand aggregation in order to move to larger areas of shared resources. Having CIOs at the table, explains Bruce Winzar, ensures that all aspects of a business, from marketing to finance to information, can be connected Understandingat a strategic level. the big picture helps employees do their jobs more efficiently. Bruce Winzar depicts how changing perspectives adds value. In addition to looking at the service side of IT, Bruce Winzar encourages evaluation of the demand side to create even more cost-cutting Usingopportunities. local IT providers instead of larger metropolitan providers can act to your benefit, as Bruce Winzar explains. When orgnanizations introduce new technology, Bruce Winzar advises getting user buy-in for more complete adoption of beneficial changes. Barbara D. Stinnett offers different examples of how to measure the effectiveness of the chief customer officer role. Donagh Herlihy shows how IT can boost business in a company that has traditionally relied on personal relationships and face-to-face interactions. A single company can't be the best at everything. Donagh Herlihy illustrates how working with business partners can help an organization Whileadvance. IT solutions may have an impact on an entire organization, they cannot be pigeonholed. Presenting IT solutions as business solutions, explains Donagh Herlihy, is much more likely to result in a successful Reducingoutcome. the need for consultants and leveraging global wages are just two of the reasons to focus on centers of excellence, says Donagh Herlihy. Different jobs need different skill sets. Donagh Herlihy shows how this principle applies to marketing and manufacturing within IT. Donagh Herlihy reveals his top priorities as CIO of Avon, including talent, communication, and networking. Donagh Herlihy relates an experience of how peer-to-peer learning helped him connect with ideas and concepts, as well as other businesses. CIOs need to think as executors, not as technologists. John Clarke clarifies the role of the CIO at the executive table. John Clarke shares an example of what it takes to get new technology adopted quickly and simply. John Clarke divulges the secret of making every minute count by using technology to maximize productivity. Using the analogy of yacht racing, John Clarke illustrates why teams should aim for alignment, not agreement. Utilizing changing technology allows teams all over the globe to collaborate and work together, as John Clarke shares, and it provides for Bringingother important employees benefits out from besides. back rooms and into the aisles can create a closer relationship with customers. John Clarke shows how to use Antontechnology Langeler to mobilize shows how staff. using customer feedback can help sales representatives make necessary changes to improve products. When organizations are faced with an enormous challenge, Anton Langeler recommends getting help from a third party to act quickly and Antonstay motivated. Langeler is known for his ability to see barriers as inspirations. Here he shares his exuberant, can-do attitude. In Anton Langeler's opinion, a CIO, whether sitting at the table or not, serves senior management best by collaborating with others on business Technologystrategy. is useful only if it is available to those who need it. Anton Langeler illustrates why it is necessary to maximize the reach and impact Byof existingfocusing IT on solutions. the positive rather than the negative, problems and weaknesses are more easily overcome, explains Anton Langeler. When you dream, your ability to realize what could happen grows larger. Anton Langeler asks his team to share their dreams and helps them Abecome CIO's responsibility a reality. is to translate company strategy into action and solutions, as Anton Langeler instructs. The energy that comes from inspiration is far better than the energy that comes from obligation and duty. Myles Downey talks about how to use Peopleinspiration often to get set boggedgoals. down by fear and doubt, and limit their own performance in doing so. Myles Downey tells leaders how to help people Aovercome leader's theirability self-limitations. to listen to staff and create an environment where staff know their ideas and solutions are desired can lead to improved productivity, work performance, and enjoyment, explains Myles Downey. If you want to have a successful meeting, Myles Downey says, then be clear on your intent going in. On one extreme, a leader can be totally focused on empowering staff, with no control. On the other extreme, a leader can be entirely in control, with no empowerment. Myles Downey talks about how to find that happy Mostmedium. people try to steer clear of chaos. Myles Downey tells leaders how to make chaos work for their teams. To make wise decisions, you need to consider several factors. Gavin Patterson describes those factors and helps leaders see how to incorporate them in their decision-making process. When you become a leader, your first priority is to build a strong team. Gavin Patterson shares insights in how to do so. In times of crisis, it can be easy to panic or wallow in self-pity. Gavin Patterson explains how, when you see crisis as an opportunity, you can not only rebound, but also position yourself better than before. Terry Kristiansen points out how much stronger people are when bonded together in teams than when they go it alone. Leadership education is an often-overlooked key that can greatly aid a company in achieving its goals. Terry Kristiansen explains how leadership education can energize a company and move it in a new direction. Sometimes the best ideas come from creating action learning teams to tackle issues. When such a model is put together for an extended, concentrated period, new growth can happen, says Terry Kristiansen. Case studies are a useful learning tool in corporate settings, but Dan Parisi describes an even more effective tool to enhance learning: business Dansimulations. Parisi discusses how business simulation experiences can charge an entire workforce with understanding, purpose, and passion for a business plan that was heretofore murky or misunderstood. Top CLOs earn their CEO's trust because they know how to help the CEO solve talent and strategy problems. Dan Parisi explains how effective CLOs Jasonoperate. Zeman shows how virtual classrooms can be a valuable tool for training when companies launch a new product. Jason Zeman relates a personal story about how continuous coaching can encourage people to achieve their goals even when they don't believe in Continuousthemselves. learning equals continuous personal development. Jason Zeman emphasizes the opportunities available in today's technology. Innovations are best drawn from core competencies within an organization, as George Wolfe shares. George Wolfe shows how, in the next decade, companies will transform learning into individual performance that will benefit entire organizations. When a CEO personally joins in the learning process, it sends a strong message of commitment to all employees, as George Wolfe explains. Mark Greiner puts forth an alternative to the traditionally analytically driven method of devising strategy. Instead, he promotes forming strategy based on real customers using real products. Mark Greiner explains how the pyramid of value that starts with commodities and peaks with an inclusive customer experience. In Karen Kocher's experience, a Chief Learning Officer needs to be a business professional first and a student second to best support company Asobjectives. business goals change, employees need to learn new information and skills to stay current. Karen Kocher articulates the process of integrating Sociallearning networking and assessing is an talent. integral part of today's business strategy. Karen Kocher shares how social networking vehicles can be used as an incentive Bobfor learning. Cancalosi shares a simple but powerful lesson he learned from a professor with a two-by-four. The concept of balancing emontional intelligence with intelligence quotient as criteria for hiring and advancement will be increasingly critical in the future, as the current economic downturn already show, explains EveryoneBob Cancalosi. has habits or quirks of which they aren't aware. Bob Cancalosi illustrates an experience that helped him realize the value and necessity of being self-aware if you want to be a strong leader. Bob Cancalosi divides the future of learning into two halves as he projects what skills will be needed in the next ten years. Bob Cancalosi illustrates how and why successful CLOs tie learning to business performance. Innovations in learning are making the personal development process a fascinating and empowering experience. Bill Pelster shares his excitement Billabout Pelster new examineslearning models. the role that user adoption plays in implementing new systems and discusses how he views the learning function. Bill Pelster focuses on the need for industry-specific training and the tools needed to achieve that particular kind of learning. Social interactions may be on the decline in some industries, but not at Deloitte. Bill Pelster explains why the company is focusing on a culture of Insteadshared learning. of viewing the chief learning officer role as one of skills training, Karie Willyerd sees it as a mission to make individuals and companies Learningmore successful. needs to be aligned to strategy, but the trick is doing it in a dynamic format, as Karie Willyerd illustrates. CLO Karie Williams makes astute observations about the future of professional development and what it will require on a personal level. As more companies operate across the world, learning functions will have to adapt. Karie Willyerd highlights major changes that will affect the way Kariecompanies Willyerd share discusses knowledge. the newest developments in learning, including social networking exchanges and innovations in technology. In preparation for an upcoming book, Karie Willyerd pictures the future of learning in the 2020 workplace and how technology will change the way Valuablewe share teachinginformation. tools sometimes develop from the bottom up. Chris King narrates an example of how the Army brought grassroots learning to West ThePoint. quicker pace of technological changes means that training and problem solving have to advance more quickly as well. Chris King discusses how the US Army stays on top of moving targets. Learning should always be tied to the accomplishment of objectives, whether in the military or civilian realm, as Chris King explains. Chris King highlights the differences in self-evaluation between peacetime and war. Whether your goal is international marketing or sustainable peace, Chris King discloses why understanding language and culture is a key part of Inbeing military successful. service, there is little room for error. Chris King shares how after-action reviews help prepare staff for similar situations in the future. Any big change in society can result in an equally big business opportunity, as Jens Ulltveit-Moe illustrates. Jens Ulltveit-Moe puts a new spin on the concept of being a large fish in a small pond as he narrates his experience of taking over a failing WhileNorwegian it may business. not sound as impressive, it's easier to go from poor to average than from good to great, as Jens Ulltveit-Moe explains. Unconventional is a word often associated with Norwegian Jens Ulltveit- Moe. He explains why unusual choices are often profitable. Sometimes a little crisis is just what you need to get what you want. Jens Ulltveit-Moe narrates how he turned an important situation to his advantage. Explorer and adventurer Liv Arnesen emphasizes the importance of recognizing and accepting grief, sadness, regret, and the other emotions Livthat Arnesen are part has of life. pushed herself to the limits of human endurance. She shares the necessity of exercising mental strength as well as physical. As a child, Liv Arnesen dreamed of skiing to the South Pole. She was inspired to success by a fellow adventurer who reminded her that real Explorerdreams never Liv Arnesen die. discusses the concept of defeat, and how our own definitions of success and failure shape who we are. When people's lives are on the line, you need to be prepared for anything and everything. Nils Overaas shares a vivid example from his time with the Norwegian Defense Research Establishment. Nils Overaas reminds us that when leaders give credit to others, employees are more attracted to working with them, and that sharing Corporatesuccess brings Social more Responsibility success. has inherent value even during times of economic downturn. Nils Overaas highlights how a good policy of CSR can Nilsincrease Overaas business. has had the benefit of working in 15 different countries. He illustrates how differences in culture affect everything from personal Therelationships CFO's role to has software expanded design. significantly in recent years. Andy Halford explains some of the additional responsibilities and value of today's CFO. Finance plays a critical role in business planning. Andy Halford explains how finance can help businesses move forward through the planning and Theproduction more important stages. a product, service, or issue is to a company's health, the more the CFO needs intricate knowledge of that product, service, or issue. Andy Halford explains how understanding the big picture is critical Anfor effectivetoday's CFOs. CFO is masterful at collecting and synthesizing data for use in key business decisions. Andy Halford describes how CFOs can use management information to help their companies make informed and Company-widesolid decisions. change initiatives are rarely easy to undertake -- but they can be highly effective. Andy Halford talks about how to initiate change that promotes growth and health. Difficult circumstances call for dramatic changes. Ulf Lilja shares how his organization cut costs in key activities by as much as 40 percent in less Ulfthan Lilja two explains years. how a bottom-up approach to reducing key areas of risk and assigning responsibility for risk mitigation makes for healthy risk Beingmanagement. a well-informed company is more important than ever. Ulf Lilja describes how to use modern information technology to collect and Believingdisseminate the critical impossible intelligence. is possible, Ulf Lilja shares how Sony Ericsson implemented a one-day close. To achieve even better than "best in class" status, Ulf Lilja spells out exactly what it takes for organizations to truly excel. Ulf Lilja explains why, especially in times of crises, CFOs must find a way to balance their time between managing short-term issues and implementing long-term sustainability plans. Move faster and more forcefully. Ulf Lilja shares how Sony Ericsson is refocusing its key finance initiatives on short-term goals. Sometimes it's necessary to overhaul a company's financial practices -- an arduous and complex task to say the least. David Ostermeyer explains some of the keys to overseeing a successful overhaul. When your finance team is an integral part of the development process, the whole operation is likely to be more successful. David Ostermeyer outlines the ways the finance team can take leadership roles in Nodevelopment, finance executive spurring can growth be effective and health without as they a strongdo. and deep understanding of the organization's culture. When you gain that understanding, David Ostermeyer says, your value increases. International organizations face information delivery challenges that can hamper their ability to operate. David Ostermeyer notes some ways to Theovercome value ofthose having challenges. a diverse finance team -- particularly for an international organization -- cannot be overstated. David Ostermeyer relates how a diverse team can impact development efforts and the Longevityorganization's with mission. a company has its advantages and disadvantages. David Ostermeyer discusses the pluses and minuses and points out how to play up the advantages while minimizing the disadvantages. Operating globally while simultaneously adapting to local markets can be quite a challenge. Andrew Ray shares the advantages and disadvantages Learningof a global how business. to sell at a profit in a regulated environment means focusing on quality, as Andrew Ray illustrates. Andrew Ray illustrates how, in order to truly meet customers' requirements, companies may need to realign both strategy and Asstructure. Andrew Ray bluntly puts it, "A competitor is not always a competitor." Here he shows how investing in networks can change the competitive It'slandscape. easy to lead successfully for a short time, but as Andrew Ray points out, it takes extra effort to lead well for the long term. Andrew Ray brings company growth down to an individual level and highlights how each person can contribute to overall progress. George Maltabarow shares tips on getting the most out of international business networks and preventing a "travel club" mentality. Keeping control of your business when regulations are implemented takes forethought and planning, as George Maltabarow shows. Implementing change can be a daunting task in any industry. George Maltabarow illustrates how persistence and quality leadership can Anyovercome time large-scale change resistors. changes are implemented, you need buy-in from employees at all levels, not just the top. George Maltabarow narrates his own experience in overcoming change resistance. The latest generation to enter the work force has higher expectations than its predecessors. George Maltabarow shines a spotlight on the culture of AGeneration dedicated Y. group with a unique focus can drive change and innovation faster, as George Maltabarow explains. Only speaking up when you know you have the right or popular answer may be safe, but it isn't the best contribution you can make, as Don Vanthournout shares from his own experience. Finding the right position can make the difference between doing a job and loving your job, as Don Vanthournout learned when he veered from his fast-track career path. Don Vanthournout gives advice on the characteristics to look for when putting together a strong and diverse leadership team. Every team needs a good balance of experience and abilities in order to be successful in the long term. Don Vanthournout highlights how strategy Ifand you operations want to make work atogether. real breakthrough, Kim Lamoureux says, try exchanging ideas with companies outside of your industry. The results can be startling and beneficial to both sides. Effective leaders need to keep their perspective by seeing beyond their organization. Kim Lamoureux provides insight on how to do this. Great managers know how to motivate employees and make them want to contribute more. Kim Lamoureux explains some of the secrets of great Tedmanaging. Hoff describes the two-year experience that new hires are steeped in when they join IBM, putting them on the fast track to real success. While learning specific facts, figures, and methodology has its place, employees also need real world experience in order to be successful. Ted Hoff explains how involving employees in the actual sales process primes them to handle advanced situations more satisfactorily. Global companies such as IBM are learning the advantages inherent in social networking. Ted Hoff discusses the emerging role of social Careersnetworking rarely in innovation. travel in a straight line to one specific destination. Josh Bersin relates his own experience in changing paths. Josh Bersin recalls an incident from his early career that taught him the importance of paying attention to detail, a lesson he carries with him to Joshthe present Bersin highlightsday. the important skills that HR and learning professionals need to acquire in order to be successful. Metrics are proof of success in any industry or company. Josh Bersin illustrates the value of research in the learning industry. The role of HR is to find the right people for the right positions at the right times. Working for globally operating IBM, Eva Majercsik has had ample opportunities to learn just how important the role of HR can be. As needs change in the marketplace, talent and learning functions have to adapt. Eva Majercsik describes how she helped overhaul talent Achievingmanagement a satisfying at her organization. work-life balance is often difficult, but it can be done. After years of work-related travel and moves, Eva Majercsik reveals how to manage family and a career. Training programs aren't a one-size-fits-all solution. Kim Armstrong reveals how to build an innovative training program designed around company Whatneeds. will you do when a top client asks for a skill you can't provide? Kim Armstrong shows how to design learning programs around specific Traditionalcustomer needs. learning is a thing of the past. Instead, online social networking can be a useful tool in driving culture change in today's business world, as TakingKim Armstrong cost out illustrates. of your training organization can revitalize your business. Tom Clancy explores ways you can successfully eliminate cost from your Iforganization. you want your training organization to take off, you have to be able to quantify the educational value that you bring to companies. Tom Clancy Fortells any you training ways to organization do this. to be successful, it has to be aligned with the businesses it serves. Tom Clancy gives you insight in how to do that. When building a training program, explains , be sure to look at the needs of the learner and not the needs of the executives who Massare financing confusion the of training. options can bring even the best training programs to their knees. David Rubenstein shares why it's vital to have a thorough communications plan in place when rolling out multiple training Measurementprograms. results matter only if the people who want them understand them. Dave Rubenstein discusses how to get learning departments and executives to speak the same language. Although there may be a reluctance among today's workforce to writing business plans, David Vance finds worth in both the document and the Davidprocess Vance behind believes it. that business acumen is a skill that all professionals, not just executives, need to develop. He highlights the role it plays in the learning function at all levels. Although there may be a reluctance among today's workforce to writing business plans, David Vance finds worth in both the document and the Peopleprocess relate behind to it. different types of information: anecdotal and statistical. Peter Premenko shows the importance of combining the two for maximum Whenimpact people and buy-in. don't know what you're thinking, they may imagine the worst. Peter Premenko narrates his own personal experience with the Aconsequences training professional of staying doesn't silent. always have to an expert in every subject. Peter Premenko tells you how to maximize your assets. The key function of a learning instructor is to provide the resources and opportunities for motivated employees to learn, shares Peter Premenko. In high-performance organizations, rewarding top talent takes on new challenges. Kee Meng Yeo explains how to continually get employees to improve on their status as top performers. Building an effective learning program in your organization means implementing unique solutions tailored to your needs, explains Kee Meng SometimesYeo. the best way to train employees is to get creative. Jane Pierce shares how her organization developed a training program that employees connected with and found value in. Pointing out mistakes brings no reward. Instead, as Jane Pierce encourages, leaders should call attention to the performance they want Lifeemployees is too short to exhibit to be andstuck repeat. in a job you don't love. Jane Pierce shares why building interpersonal relationships between leaders and their reports is key to finding job fulfillment. Don't just preach achievement, attain it. John Egan encourages leaders to clearly state their goals then improve the processes of attaining those goals by empowering people to achieve them. David Bell guides you through key insights that will help you create a set of shared company values that transcend language barriers. Julia Cleverdon presents the "coffee making" model to show how you can find the best way to implement change by mixing two opposite styles. How do you make an online collaboration tool that's both easy to use and highly secure? Jessica Carroll illustrates how to meet multiple needs with Creatingone solution. an actionable risk-management protocol can be extremely daunting, but Jessica Carroll explains how to make an overwhelming task more manageable. As technology becomes a more integral part of our personal lives, it also becomes a part of our professional lives as well. Jessica Carroll talks about the changing role of consumer devices in the workplace. When people understand who you are and what you do, they are much more likely to support your initiatives. Jessica Carroll shares how her IT department built bridges to senior executives in order to move forward. Keeping enterprise data protected is a task so important that it needs to be owned at the individual level. Jessica Carroll explains how to encourage users to follow compliance regulations for IT. Although everyone hopes never to use a disaster recovery plan, having one in place is vitally important. Ease and speed of recovery are Jessica Carroll's reasons for using cloud computing as part of her disaster Successfulrecovery plans. turnarounds don't necessarily require massive change. Paul Hiltz explains how building trust and making minor fixes can go a long way toward getting employees to buy in on the plan to revive their struggling Whenorganization. employees are data driven, share metrics with them on a regular basis. Paul Hiltz shares why doing so can have a huge impact on both Paulemployees Hiltz shares and the a story overall of howbusiness. people can be so emotionally charged about issues near to their heart and explains what leaders can do to prepare resistance to change in the work world. Stories, especially those with tragic consequences, have the power to change processes and culture, as Paul Hiltz describes in this lesson on the power of the story to effect patient safety. Paul Saffo describes how the events of the industrial economy and consumer economies led to today's creator economy, one in which ordinary consumers engage in economic acts by creating, not merely Withinconsuming. the context of the creator economy, Paul Saffo shares what it takes for organizations to both succeed and fail. Why is the rearview mirror such an important tool? Paul Saffo explains why patterns within history are the key to forecasting the future. Just look around to find predictors of the future. Paul Saffo explains why everyday events are often glimpses into what's to come.

Real danger can exist when humans are expected to override robots, as Paul Saffo describes. Paul Saffo offers advices for encouraging creativity within an organization Stop analyzing and start acting. Alexander Kjerulf shares why a bias for action is a critical skill for today's entrepreneurs. The old leadership model of one decision-maker at the top is out. Instead, says Alexander Kjerulf, businesses need leadership designed to protect Alexanderthe culture Kjerulf of the sharesorganization. the most important lesson he's learned in business: everything great is created with happiness. Bonuses and fitness programs may give employees job satisfaction, but they don't make employees happy. Alexander Kjerulf shares advice on what it really takes to foster an environment of happy employees. To be happy at work, Alexander Kjerulf explains why you must first make the choice to be happy and then make it priority number one. Anita Roddick shares useful tips for hiring good marketing consultants. It begins with hiring someone who understand your business and its values. From integrity to resilience, Heather Ridout talks about the traits that are integral to successful leadership. Whether it’s talking to staff, working with the media, or writing a newsletter, Heather Ridout shares advice on what it takes to be a powerful Changecommunicator. is never easy. Most people don’t embrace it, and many openly resist it. Yet there is a way to go about it, Heather Ridout says, that will result in people embracing it--and being glad they did. Setting strategic direction is vital for an organization’s health, says Heather Ridout. She describes the process she undergoes in setting Peterstrategic Fritz direction identifies for whather organization. it takes for start-ups to be successful. Learning from failure is just one key. Effective communication is the lifeblood of a company. Russell Yeomans explains how that effective communication plays out, from the top on Vitaldown. to the health of any company is its ability to attract and retain top talent. Russell Yeomans explores fundamental factors in these critical Aareas. company, says Russell Yeomans, needs to know its big goals for three to four years out, and build a strategic framework around those goals. He explores that concept in this lesson. Every business leader wants to create an innovative environment. Russell Yeomans describes how to foster such an environment and reveals a key for how leaders can stay innovative and sharp themselves. Change happens in our world at an ever-increasing pace. If you don’t embrace that change, says the Hon. John Olsen, AO, you will be left behind. Here he gives tips and examples for making change work for you. Success is not one smooth ride with a straight trajectory. In fact, says the Hon. John Olsen, AO, failure is an important part of success. The ability to communicate effectively is a vital and powerful tool for any person. The Hon. Jon Olsen, AO, explains the skill set it takes to be an Beingeffective an effectivecommunicator. leader means, in part, being able to manage your team well. Here, the Hon. John Olsen, AO, explains how leaders can get the most from their staff, to the betterment of both individual employees and It’sthe easyorganization for leaders as ato whole. focus entirely on their business in their desire to be successful. But that myopic view has a serious downside, as Nigel McBride explains. A more rounded approach can make for a healthier--and better-- It’sleader. easy to focus your business on your organizational structure. But it can be far more effective, says Nigel McBride, to focus on your employees’ skills--fitting the organization around your employees, rather than cramming your employees into an organizational mold. Innovation--continually moving forward, never standing pat--is critical to success. Nigel McBride explains why you have to establish an imperative for your employees to innovate. If you want double-digit revenue growth, says Nigel McBride, then focus on the team you put together. That might mean making difficult choices, but you need people who are going to take your vision and run with it. It’s absolutely critical that leaders communicate effectively, particularly in public speaking, says Nigel McBride. Here, he lays out the keys to Givingspeaking feedback--particularly effectively in public. when it is negative--is difficult, but it’s an essential skill that can be mastered, as Philip Speakman shares. In times of stress and change--which can be translated to “the typical business day”--it can be tempting for leaders to shift from their core values and resort to manipulation or insincerity. But to do so, Philip ManagingSpeakman staff explains, is not is theasking “same for aold, train same wreck. old,” says Philip Speakman. Here, he explains some of the characteristics of effective leaders. Developing people, shares Philip Speakman, begins with the very basic-- yet very powerful--idea of making people feel valued. When people feel genuinely respected and valued, the sky’s the limit on their development Continuedpotential. success is never ensured, and the companies who coast on their success today will experience a bumpy ride tomorrow. Philip Speakman describes what companies need to do, in terms of their Stayingstrategic on direction, top in your to remain business competitive is always aand challenge--and successful. one that necessitates that you are always looking to innovate. Philip Speakman explains strategies that companies can use to continue to grow. Change is inevitable in business, particularly in new and emerging businesses. Sam Riley relates how he handles change in his growing Strategiccompany. direction is of critical importance to a company. And, as Sam Riley explains, it’s equally crucial to make complete and swift changes to be in total alignment with that direction, once it is set. To successfully innovate, Sam Riley says, you have to be allowed the opportunity to fail. If you’re not willing to take risks, you’re hampering Theyour key ability to healthy to innovate. growth is to maintain efficient processes in all areas that are critical to your company’s success, explains Sam Riley. These efficient processes allow the business to continue to grow without Sometimesdebilitating you’llsetbacks. find yourself in a situation that doesn’t seem to be paying off. But as Sam Riley shares, the lessons you learn along the way can be vitally important to your career later on. Good leaders are adept at building good relationships. And it takes certain characteristics to be able to build those relationships, says Steve Carter. Risks and failures are woven into the everyday fabric of business life. Those failures can be devastating, explains Steve Carter, but they can be made less so by encouragement from those around you. Successful leaders don’t just give orders and demand that they be fulfilled, shares Steve Carter. They empower their people to achieve what Greatneeds presentationsto be achieved. and effective communication don’t just involve knowing facts and stating them clearly. They take knowing your audience and listening to them, says Steve Carter. Negotiating change is never easy. It’s stressful for managers who are in charge of the change and for employees who are feeling the brunt of that change, but there are ways to go about that change, says John Smith, that Sometimescan bring about business a successful challenges result. can seem almost insurmountable, putting extreme pressure on you. How you respond to those challenges, shares John Smith, makes all the difference. Leading a company obviously comes with great challenges. But it also comes with great rewards – and more often than not, the challenges and rewards can be intertwined. John Smith discusses his greatest rewards in Solidleading leadership BBC Worldwide. encompasses many aspects. John Smith discusses some of those aspects here, noting the traits of good leaders. It’s not just small entrepreneurial companies that benefit from out-of-the- box thinking, says Sahar Hashemi. Large corporations benefit from incorporating an entrepreneurial spirit as well. Here she describes this win- Wewin allsituation. want our ideas to be warmly embraced by those in authority to reject or accept them. But people in big companies can learn from their smaller entrepreneurial counterparts how to be comfortable with rejection Accordingand move toon, Sahar shares Hashemi, Sahar Hashemi. diversity isn’t about gender, race, or religion. Instead, it’s about the uniqueness that each person brings to his or her job. The greatest of plans on paper doesn’t always work out in reality, says John Smith. He describes one such instance he experienced, and offers suggestions for doing all you can do to make a new venture successful. There are many ways to consider the critical aspects of leadership. Martyn Redgrave likes to look at leaders in terms of their ability to carry out the “Five E’s.” 50 Lessons Videos from Skillsoft These 5-minute instructional videos are excellent teaching and learning tools for business students and business leaders alike. CEOs, managers, and business professors offer their first-hand knowledge and experiences from the business world

Presenter Phil Smith

John Stewart

Stephen Dando

David Bell

Perween Warsi

Bob Reid

John Lundgren

Nicola Horlick

David McTurk

Colin Sharman

Colin Sharman

Martin Sorrell

Gay Huey Evans

Stephen Dando

David Bell

John Stewart

David McTurk

Bob Reid Domenico De Sole John Stewart

Colin Sharman

David Bell

Stephen Dando

Bob Reid

Colin Sharman

Perween Warsi

Phil Smith

Nicola Horlick

Stephen Dando

David Bell

Domenico De Sole David McTurk

Stephen Dando

Domenico De Sole John Egan

John Lundgren

David McTurk

Domenico De Sole John Egan Nicola Horlick

John Lundgren

Martin Sorrell

Martin Sorrell

John Stewart

John Egan

Colin Sharman

Martin Sorrell

Martin Sorrell

John Stewart

Bob Reid

Phil Smith

Phil Smith

David McTurk

Domenico De Sole Colin Sharman

Christopher Bland Peter Ellwood

Peter Ellwood

Peter Ellwood Christopher Bland David Varney

John Whybrow

Peter Ellwood

Christopher Bland John Whybrow

Robin Ryde

David Varney

Robin Ryde

Robin Ryde

Peter Birch

Stanley Kalms

Peter Ellwood

Peter Birch

Ian MacLaurin

Stanley Kalms

Peter Birch

Ian MacLaurin

Ian MacLaurin

Ian MacLaurin

Christopher Bland David Varney

Robin Ryde Peter Ellwood

John Whybrow

Peter Birch

Peter Birch

John Whybrow

John Whybrow

Ian MacLaurin

Stanley Kalms

Stanley Kalms

Stanley Kalms

David Varney

Ian MacLaurin

Stanley Kalms

Stanley Kalms

David Varney

Stanley Kalms

Christopher Bland Stanley Kalms

John Roberts

John Roberts

John Roberts

John Roberts John Roberts

John Roberts

John Roberts

George Mathewson George Mathewson George Mathewson George Mathewson George Mathewson Anita Roddick

Anita Roddick

Anita Roddick

Anita Roddick

Anita Roddick

Anita Roddick

Anita Roddick

Anita Roddick

Anita Roddick

Dawn Airey

Dawn Airey

Dawn Airey

Dawn Airey Dawn Airey

Donald Cruickshank Donald Cruickshank

Donald Cruickshank

Donald Cruickshank Donald Cruickshank

Donald Cruickshank Donald Cruickshank Donald Cruickshank Philip Williamson Philip Williamson Philip Williamson Philip Williamson Philip Williamson Stephen Tindale

Stephen Tindale

Stephen Tindale

Stephen Tindale Stephen Tindale

Will Whitehorn

Will Whitehorn

Will Whitehorn

Will Whitehorn

Will Whitehorn

Vicky Pryce

Vicky Pryce

Vicky Pryce

Vicky Pryce

Amelia Fawcett

Dianne Thompson Dianne Thompson Dianne Thompson Dianne Thompson Dianne Thompson Maurice Levy

Maurice Levy

Maurice Levy

Maurice Levy

Maurice Levy Maurice Levy

Maurice Levy

Peter Middleton

Peter Middleton

Peter Middleton

Peter Middleton

Peter Middleton

Peter Middleton

George Bull

George Bull

George Bull

George Bull

Roger Parry

Roger Parry

Roger Parry

Roger Parry

Roger Parry

Roger Parry

Karan Bilimoria

Karan Bilimoria

Karan Bilimoria

Karan Bilimoria Karan Bilimoria

Karan Bilimoria

Karan Bilimoria

Karan Bilimoria

Karan Bilimoria

Karan Bilimoria

Michael Rake

Michael Rake

Michael Rake

Michael Rake

Michael Rake

Amelia Fawcett

Amelia Fawcett

Amelia Fawcett

Amelia Fawcett

Julia Cleverdon

Julia Cleverdon

Julia Cleverdon

Julia Cleverdon

Julia Cleverdon

Julia Cleverdon

Mark Weinberg Mark Weinberg

Mark Weinberg

Mark Weinberg

Mark Weinberg

Mark Weinberg

Mark Weinberg

Richard Evans

Richard Evans

Richard Evans

Richard Evans

Richard Evans

Richard Evans

Richard Evans

Luke Johnson

Luke Johnson

Luke Johnson

Luke Johnson

Luke Johnson

Luke Johnson

Neil Holloway Neil Holloway

Neil Holloway

Brent Hoberman

Brent Hoberman

Brent Hoberman

Brent Hoberman

Brent Hoberman

Mick Desmond

Mick Desmond

Mick Desmond

Mick Desmond

Mick Desmond

Gerry Robinson

Gerry Robinson

Gerry Robinson

Gerry Robinson

Gerry Robinson

Gerry Robinson

Gerry Robinson

Paul Skinner

Paul Skinner Paul Skinner

Paul Skinner

Paul Skinner

James Strachan

James Strachan

James Strachan

James Strachan

James Strachan

Michael Jackson

Michael Jackson

Michael Jackson

Michael Jackson

Larissa Joy

Larissa Joy

Larissa Joy

Larissa Joy

David Michels

David Michels

David Michels

David Michels

David Michels

Bryan Sanderson Bryan Sanderson Bryan Sanderson Bryan Sanderson Bryan Sanderson Barbara Stocking

Barbara Stocking

Barbara Stocking Barbara Stocking

Barbara Stocking Pete Waterman

Pete Waterman

Pete Waterman

Pete Waterman

Pete Waterman

Pete Waterman

Pete Waterman

Pete Waterman John Banham

John Banham

John Banham

John Banham

John Banham

Clive Mather

Clive Mather

Clive Mather

Clive Mather

Clive Mather

Sanjiv Ahuja

Sanjiv Ahuja

Sanjiv Ahuja

Sanjiv Ahuja

Sanjiv Ahuja

Swarj Paul

Swarj Paul

Swarj Paul

Swarj Paul

Swarj Paul Paul Judge

Paul Judge

Paul Judge

Paul Judge

Wendy Thomson

Wendy Thomson

Wendy Thomson

Wendy Thomson

Colin Day

Colin Day

Colin Day

Colin Day

Colin Day

Colin Day

Colin Day

Victor Newman

Mike Southon

Ann Limb Ann Limb

Ann Limb

Ann Limb

Ann Limb

Lynda Gratton

Lynda Gratton

Lynda Gratton

Lynda Gratton

Lynda Gratton

Stelios Haji- Ioannou Stelios Haji- Ioannou

Stelios Haji- Ioannou Stelios Haji- Ioannou Victor Newman

Mike Southon

Mike Southon

Mike Southon

Mike Southon Robert Sutton

John Abele

John Abele

John Abele

John Abele

John Abele

John Abele

Paul Anderson

Paul Anderson

Paul Anderson

Paul Anderson

Paul Anderson

David Brandon

David Brandon

David Brandon

David Brandon

David Brandon

Rosabeth Moss Kanter Rosabeth Moss Kanter Rosabeth Moss Kanter Rosabeth Moss Kanter Rosabeth Moss Kanter Gill Rider

Gill Rider

Gill Rider

Gill Rider

Gill Rider

Gerry Roche

Gerry Roche

Gerry Roche

Gerry Roche

Gerry Roche

Nick Scheele

Nick Scheele

Nick Scheele

Nick Scheele

Nick Scheele

Robert Sutton

Robert Sutton

Robert Sutton

Robert Sutton

Jay Conger Erroll Davis Jr

Erroll Davis Jr

Erroll Davis Jr

Erroll Davis Jr

Erroll Davis Jr

Erroll Davis Jr

Karen Kerrigan

Karen Kerrigan

Karen Kerrigan

Karen Kerrigan

Karen Kerrigan

Laura Tyson

Laura Tyson

Laura Tyson

Laura Tyson

Laura Tyson

Ken Freeman

Ken Freeman Ken Freeman

Ken Freeman

Ken Freeman

Ken Freeman

Richard Pascale

Richard Pascale

Richard Pascale

Richard Pascale

Richard Pascale

Amy Butte

Amy Butte

Amy Butte

Amy Butte

Amy Butte

Marilyn Carlson Nelson Marilyn Carlson Nelson

Marilyn Carlson Nelson

Marilyn Carlson Nelson

Marilyn Carlson Nelson

Jay Conger

Jay Conger

Jay Conger

Jay Conger

Kay Koplovitz

Kay Koplovitz

Kay Koplovitz

Kay Koplovitz

Kay Koplovitz

Jeffrey Pfeffer

Jeffrey Pfeffer Jeffrey Pfeffer

Jeffrey Pfeffer

Jeffrey Pfeffer

Warren Bennis

Warren Bennis

Warren Bennis

Warren Bennis

Warren Bennis

Warren Bennis

Robert Herbold

Robert Herbold

Robert Herbold

Robert Herbold

Robert Herbold

Robert Herbold

Blythe McGarvie Blythe McGarvie

Blythe McGarvie

Blythe McGarvie

Blythe McGarvie

Ray Anderson

Ray Anderson

Ray Anderson

Ray Anderson

Ray Anderson

Ray Anderson

Mel Lagomasino

Mel Lagomasino

Mel Lagomasino

Mel Lagomasino

Mel Lagomasino William Pollard

William Pollard

William Pollard

William Pollard

William Pollard

William Pollard

Dina Dublon

Dina Dublon

Dina Dublon

Aart de Geus

Aart de Geus

Aart de Geus

Aart de Geus

Aart de Geus

Howard Lester

Howard Lester Howard Lester

Howard Lester

Howard Lester

Edward Lawler

Edward Lawler

Edward Lawler

Edward Lawler

Edward Lawler

Edward Lawler

Earl Graves

Earl Graves

Earl Graves

Earl Graves

JW Marriott, Jr

JW Marriott, Jr JW Marriott, Jr

JW Marriott, Jr

JW Marriott, Jr

Lauren Flanagan

Lauren Flanagan

Lauren Flanagan

Lauren Flanagan

Lauren Flanagan

Ping Fu

Ping Fu

Ping Fu

Ping Fu

Robin Chase

Robin Chase

Robin Chase

Robin Chase Robin Chase

Robin Chase

Pamela Marrone

Pamela Marrone

Pamela Marrone

Pamela Marrone

Aart de Geus

Edward Lawler

Gill Rider

Gill Rider

Shelly Lazarus

Shelly Lazarus

Shelly Lazarus

Shelly Lazarus

Shelly Lazarus

William Harrison

William Harrison

William Harrison William Harrison

William Harrison

William Harrison

William Harrison

Candice Brown Elliott

Candice Brown Elliott

Candice Brown Elliott

Candice Brown Elliott

Tori Stuart

Tori Stuart

Tori Stuart

Sarian Bouma

Sarian Bouma

Sarian Bouma

Sarian Bouma

Sarian Bouma Todd Flemming

Todd Flemming

Todd Flemming

Todd Flemming

Todd Flemming

Mary Cantando

Mary Cantando

Mary Cantando

Mary Cantando

Mary Cantando

Andrew Sherman

Andrew Sherman

Andrew Sherman

Andrew Sherman Andrew Sherman

Andrew Sherman

Susan Bari

Susan Bari

Susan Bari

Susan Bari

Kellyanne Conway

Kellyanne Conway Kellyanne Conway

Kellyanne Conway

Kellyanne Conway

Irene Hrusovsky

Irene Hrusovsky

Irene Hrusovsky

Irene Hrusovsky Victor Newman

Victor Newman

Robert Johnson

Robert Johnson

Robert Johnson

Robert Johnson

Robert Johnson

Robert Johnson

Robert Johnson

E. Neville Isdell

E. Neville Isdell

E. Neville Isdell

E. Neville Isdell

E. Neville Isdell

E. Neville Isdell

E. Neville Isdell

Mark Gerzon

Mark Gerzon

Mark Gerzon Mark Gerzon

Mark Gerzon

Mike Southon

Mike Southon

Mike Southon

William Ury

William Ury

William Ury

William Ury

William Ury

William Ury

Robert Malcolm

Robert Malcolm

Robert Malcolm

Robert Malcolm

Robert Malcolm

Ivan Seidenberg Ivan Seidenberg

Ivan Seidenberg

Ivan Seidenberg

Ivan Seidenberg

Roger Fisher

Roger Fisher

Roger Fisher

Cali Ressler & Jody Thompson

Cali Ressler & Jody Thompson Cali Ressler & Jody Thompson

Cali Ressler & Jody Thompson

David Balter

David Balter

David Balter

David Balter David Balter

David Bell

David Bell

David Bell

David Bell

David Bell

Matt Ferguson

Matt Ferguson

Matt Ferguson

Matt Ferguson

Matt Ferguson

Matt Ferguson

Jim Garrity

Jim Garrity

Jim Garrity

Jim Garrity

Jim Garrity Jim Garrity

Stuart Grief

Stuart Grief

Stuart Grief

Stuart Grief

Stuart Grief

Richard Santulli

Richard Santulli

Richard Santulli

Richard Santulli

Richard Santulli

Richard Santulli

Peter Seligmann

Peter Seligmann

Peter Seligmann

Peter Seligmann

Peter Seligmann

Andris Zoltners

Andris Zoltners Andris Zoltners

Andris Zoltners

Andris Zoltners

Clayton Christensen

Clayton Christensen

Clayton Christensen Clayton Christensen

Clayton Christensen

Liam McGee

Liam McGee

Liam McGee

Liam McGee

Liam McGee

Michael Dell

Andrew Robertson Henry Bloch Henry Bloch

Henry Bloch

Henry Bloch

Charles Brewer

Charles Brewer

Charles Brewer

Charles Brewer

Charles Brewer

Maxine Clark

Maxine Clark

Maxine Clark

Maxine Clark

Maxine Clark

William George

William George

William George

William George

William George Philip Kotler

Philip Kotler

Philip Kotler

Philip Kotler

Andrew Robertson

Andrew Robertson

Andrew Robertson

Jimmy Wales

Jimmy Wales

Jimmy Wales

Jimmy Wales

Jimmy Wales

Jimmy Wales

Michael Dell

Michael Dell

Michael Dell Michael Dell

Michael Dell

Michael Dell

Michael Dell

Heather Dawson

Heather Dawson

Heather Dawson

Robin Linnecar

Robin Linnecar

Peter Shaw

Peter Shaw

Peter Shaw

Peninah Thomson

Peninah Thomson

Peninah Thomson Paula Barbary Shannon

Paula Barbary Shannon

Paula Barbary Shannon Paula Barbary Shannon

Paula Barbary Shannon

Paula Barbary Shannon William Lamar, Jr.

William Lamar, Jr. William Lamar, Jr.

William Lamar, Jr. William Lamar, Jr. William Lamar, Jr.

Jeffrey Hayzlett

Jeffrey Hayzlett

Jeffrey Hayzlett

Jeffrey Hayzlett

Jeffrey Hayzlett

Colleen Honan Colleen Honan

Colleen Honan

Colleen Honan

Colleen Honan

Colleen Honan

Colleen Honan

William Johnson

William Johnson

William Johnson

William Johnson

William Johnson

William Johnson

William Johnson

Nick Adamo

Nick Adamo

Nick Adamo

Nick Adamo

Nick Adamo

Heather Loisel Heather Loisel

Heather Loisel

Heather Loisel

Heather Loisel

George Fischer

George Fischer

George Fischer

George Fischer

Christina Page

Christina Page

Christina Page

Christina Page

Christina Page

Jean Sweeney

Jean Sweeney

Jean Sweeney

Jean Sweeney

Jean Sweeney C. Tate George

C. Tate George

C. Tate George

C. Tate George

C. Tate George

Eric Heiden, M.D. Eric Heiden, M.D.

Eric Heiden, M.D. Eric Heiden, M.D. Eric Heiden, M.D. Eric Heiden, M.D. C. Tate George

Jamie Mitchell

Jamie Mitchell

Jamie Mitchell

Jamie Mitchell

Andrew Kakabadse Andrew Kakabadse

Andrew Kakabadse Andrew Kakabadse Andrew Kakabadse Andrew Kakabadse

Stephen Howard

Stephen Howard

Stephen Howard

Stephen Howard

Stephen Howard

John Neill

John Neill

John Neill

John Neill

John Neill

Adrian Hodges

Adrian Hodges

Adrian Hodges

Truett Tate

Truett Tate

Truett Tate

Truett Tate

Truett Tate Bob Wigley

Bob Wigley

Bob Wigley

Bob Wigley

Bob Wigley

Mark Goyder

Mark Goyder

Mark Goyder

Mark Goyder

Mark Goyder

David Bell

David Bell

David Bell

David Bell

David Bell

David Bell David Bell

Peter Lacy

Peter Lacy

Peter Lacy

Peter Lacy

Peter Lacy

Nigel Doughty

Nigel Doughty

Nigel Doughty

Nigel Doughty

Nigel Doughty

David Grayson

David Grayson

David Grayson

David Grayson

David Grayson

Truett Tate

Jerry Rice

Jerry Rice Jerry Rice

Jerry Rice

Jerry Rice

Jerry Rice

Peggy Fleming

Peggy Fleming

Peggy Fleming

Peggy Fleming

Peggy Fleming

Anders Dahlvig

Ray Pinney

Ray Pinney

Ray Pinney

Ray Pinney

Ray Pinney

Anders Dahlvig

Anders Dahlvig

Anders Dahlvig

Anders Dahlvig Anders Dahlvig

Dr. William K Fung

Dr. William K Fung

Dr. William K Fung

Dr. Victor K Fung

Dr. Victor K Fung

Dr. Victor K Fung

Dr. Victor K Fung

Manoj Kohli

Manoj Kohli

Manoj Kohli

Manoj Kohli

Manoj Kohli

Manoj Kohli

K Vaman Kamath K Vaman Kamath K Vaman Kamath

K Vaman Kamath K Vaman Kamath K Vaman Kamath

David Gonski

David Gonski

David Gonski

David Gonski

David Gonski

Giam Swiegers

Giam Swiegers

Giam Swiegers

Giam Swiegers

Giam Swiegers

Giam Swiegers

Ravi Kant

Ravi Kant

Ravi Kant

Ravi Kant

Ravi Kant Ravi Kant

Sophia Tickell

Sophia Tickell

Sophia Tickell

Sophia Tickell

Sophia Tickell

Philippa Foster Back Philippa Foster Back

Philippa Foster Back Philippa Foster Back Philippa Foster Back Philippa Foster Back Philippa Foster Back

Andy Wood

Andy Wood

Andy Wood

Andy Wood

Andy Wood

Alex Smith

Alex Smith Alex Smith

Andy Wood

Robert Nuttall

Robert Nuttall

Robert Nuttall

Robert Nuttall

Christine Bartlett

Christine Bartlett Christine Bartlett Robert Milliner

Robert Milliner

Robert Milliner

Robert Milliner

Robert Milliner

Robert Milliner Stephen Roche

Stephen Roche

Stephen Roche

Stephen Roche

Stephen Roche

Peter Young

Peter Young

Peter Young

Peter Young

Peter Young

Leonard Wheeler

Leonard Wheeler Leonard Wheeler Leonard Wheeler Leonard Stacy Peralta

Stacy Peralta Stacy Peralta

Stacy Peralta

Stacy Peralta

Stacy Peralta Stacy Peralta

Stacy Peralta

Eric Heiden, M.D. Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Joseph Eckroth

Robert Fort

Robert Fort

Robert Fort

Robert Fort Robert Fort

Robert Fort

Robert Fort

Robert Fort

Robert Fort

Robert Fort

Robert Fort

Robert Fort

Robert Fort

Aime Achard

Aime Achard

Aime Achard Aime Achard

Aime Achard

Aime Achard

Aime Achard

Aime Achard

Aime Achard

Paul Jeffreys

Paul Jeffreys Paul Jeffreys

Paul Jeffreys

Paul Jeffreys

Cathy Rigby

Cathy Rigby

Cathy Rigby

Cathy Rigby

Cathy Rigby

Cathy Rigby

Cathy Rigby

Jeb Dasteel

Jeb Dasteel

Jeb Dasteel

Jeb Dasteel

Jeb Dasteel

Jeb Dasteel

Barbara D. Stinnett Barbara D. Stinnett Barbara D. Stinnett Barbara D. Stinnett

Barbara D. Stinnett Barbara D. Stinnett Dave Mabon

Dave Mabon

Dave Mabon

Dave Mabon

Brian Malloy

Brian Malloy

Brian Malloy

Brian Malloy

Tammy McLeod

Tammy McLeod

Tammy McLeod

Tammy McLeod

Tammy McLeod

Rudy Vidal

Rudy Vidal

Rudy Vidal

Rudy Vidal Rudy Vidal

Rudy Vidal

Dan Wittner

Dan Wittner

Dan Wittner

Dan Wittner

Bruce Winzar

Bruce Winzar

Bruce Winzar

Bruce Winzar

Bruce Winzar

Bruce Winzar

Barbara D. Stinnett Donagh Herlihy

Donagh Herlihy

Donagh Herlihy

Donagh Herlihy

Donagh Herlihy

Donagh Herlihy

Donagh Herlihy

John Clarke

John Clarke John Clarke

John Clarke

John Clarke

John Clarke

Anton Langeler

Anton Langeler

Anton Langeler

Anton Langeler

Anton Langeler

Anton Langeler

Anton Langeler

Anton Langeler

Myles Downey

Myles Downey

Myles Downey

Myles Downey

Myles Downey

Myles Downey

Gavin Patterson

Gavin Patterson

Gavin Patterson Terry Kristiansen

Terry Kristiansen

Terry Kristiansen

Dan Parisi

Dan Parisi

Dan Parisi

Jason Zeman

Jason Zeman

Jason Zeman

George Wolfe

George Wolfe

George Wolfe

Mark Greiner

Mark Greiner

Karen Kocher

Karen Kocher

Karen Kocher

Bob Cancalosi

Bob Cancalosi

Bob Cancalosi Bob Cancalosi

Bob Cancalosi

Bill Pelster

Bill Pelster

Bill Pelster

Bill Pelster

Karie Willyerd

Karie Willyerd

Karie Willyerd

Karie Willyerd

Karie Willyerd

Karie Willyerd

Wendell C. King

Wendell C. King

Wendell C. King

Wendell C. King

Wendell C. King

Wendell C. King

Jens Ulltveit-Moe

Jens Ulltveit-Moe

Jens Ulltveit-Moe

Jens Ulltveit-Moe

Jens Ulltveit-Moe Liv Arnesen

Liv Arnesen

Liv Arnesen

Liv Arnesen

Nils Overaas

Nils Overaas

Nils Overaas

Nils Overaas

Andy Halford

Andy Halford

Andy Halford

Andy Halford

Andy Halford

Ulf Lilja

Ulf Lilja

Ulf Lilja

Ulf Lilja

Ulf Lilja

Ulf Lilja

Ulf Lilja David Ostermeyer

David Ostermeyer

David Ostermeyer

David Ostermeyer David Ostermeyer

David Ostermeyer

Andrew G. Ray

Andrew G. Ray

Andrew G. Ray

Andrew G. Ray

Andrew G. Ray

Andrew G. Ray

George Maltabarow George Maltabarow George Maltabarow George Maltabarow

George Maltabarow George Maltabarow Don Vanthournout

Don Vanthournout Don Vanthournout Don Vanthournout Kim Lamoureux

Kim Lamoureux

Kim Lamoureux

Ted Hoff

Ted Hoff

Ted Hoff

Josh Bersin

Josh Bersin

Josh Bersin

Josh Bersin

Eva Majercsik

Eva Majercsik

Eva Majercsik

Kim Armstrong

Kim Armstrong

Kim Armstrong

Tom Clancy

Tom Clancy

Tom Clancy David Rubenstein David Rubenstein

David Rubenstein

David Vance

David Vance

David Vance

Peter Premenko

Peter Premenko

Peter Premenko

Peter Premenko

Kee Meng Yeo

Kee Meng Yeo

Jane Pierce

Jane Pierce

Jane Pierce

John Egan

David Bell

Julia Cleverdon

Jessica Carroll

Jessica Carroll Jessica Carroll

Jessica Carroll

Jessica Carroll

Jessica Carroll

Paul Hiltz

Paul Hiltz

Paul Hiltz

Paul Hiltz

Paul Saffo

Paul Saffo

Paul Saffo

Paul Saffo

Paul Saffo

Paul Saffo Alex Kjerulf

Alex Kjerulf

Alex Kjerulf

Alex Kjerulf

Alex Kjerulf Anita Roddick

Heather Ridout

Heather Ridout

Heather Ridout

Heather Ridout

Peter Fritz

Russell Yeomans

Russell Yeomans

Russell Yeomans

Russell Yeomans

John Olsen

John Olsen

John Olsen

John Olsen

Nigel McBride

Nigel McBride

Nigel McBride

Nigel McBride Nigel McBride

Philip Speakman

Philip Speakman

Philip Speakman

Philip Speakman

Philip Speakman

Philip Speakman

Sam Riley

Sam Riley

Sam Riley

Sam Riley

Sam Riley

Steve Carter

Steve Carter

Steve Carter

Steve Carter

John Smith

John Smith John Smith

John Smith

Sahar Hashemi

Sahar Hashemi

Sahar Hashemi

John Smith

Martyn Redgrave