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"The Hidden Power of Meetings", speech to Meeting Professionals at PEC-NA 2008, February 3, 2008. [full text]
"Planner's Workshop: Planning the Unconference" Successful Meetings, December 1, 2007. [full text]
"A Leader’s Framework for Decision Making" (with Dave Snowden) Harvard Business Review, November 2007. [to order a copy click here]
"Planner's Workshop: Pre-Event" Successful Meetings, June 26, 2007. This article shows how to extend the boundaries of a meeting beyond the face-to-face interaction full text
"Memo to Your CEO" Successful Meetings, March 12, 2007. Explains the strategic value of meetings and how to approach a CEO with this information full text
"The Art of Meeting Design" Successful Meetings, December 14, 2006. To increase the value of meetings as a business tool consider these 10 meeting design best practices.
"The Importance of Internal Branding" Sales and Marketing Management Magazine, September 2000. The messages sent to employees about the brand are just as important as the ones sent to customers.
"Using Reps' E-mail as a Data Source" Sales and Marketing Management Magazine, July 2000. Applied correctly, knowledge management can help you to tap into the wealth of information residing in your colleagues' minds.
"Get Sticky with Your Customer" Sales and Marketing Management Magazine, May 2000. Think about how interactive approaches could be of use in gathering information from (and providing value to) your customers.
"Branding with Digital Stories" Sales and Marketing Management Magazine, March 2000. Spice up your multimedia presentation with some stories that will captivate your audience while creating an emotional brand for your product.
"A Group Brain is Better Than One" Sales and Marketing Management Magazine, November 1999. Focused approaches help to accomplish the goals of knowledge management.
"Smart Buyers Ahead" Sales and Marketing Management Magazine, August 1999. Taking advantage of the Web to stay one step ahead of the competition.
"Is Your Site too Successful?" Sales and Marketing Management Magazine, July 1999. Don't let the really good leads get lost in the shuffle.
"Beefing Up Booth Traffic" Sales and Marketing Management Magazine, May 1999. Give some thought to technology as a way to draw people into your trade show booth.
"Why Fuzzy Queries are Logical" Sales and Marketing Management Magazine, February 1999. Keep fuzzy logic software in mind when making sales and marketing decisions.
"The Risk No One's Talking About" Sales and Marketing Management Magazine, December 1998. Don't let the Y2K problem divert resources from other crucial sales and marketing projects.
"Are Vendors on Your Side?" Sales and Marketing Management Magazine, October 1998. What every sales executive should know about technical support.
"Is Sales Child's Play?" Sales and Marketing Management Magazine, August 1998. How kids are changing the way companies need to sell and market.
"When Reps Resist Automation." Sales and Marketing Management Magazine, April 1998. Using coaching, not threats, to encourage reps to use technology.
"Projecting More From Meetings." Sales and Marketing Management Magazine, February 1998. Explains the use of projection units in the sales presentation and augmented meeting.
"The Extranet Effect." Sales and Marketing Management Magazine, October 1997. Describes how extranets, customized and accessible only to a specific audience -- key customers, or suppliers, or strategic partners -- benefit supplier-client relationships.
"In the Know." Sales and Marketing Management Magazine, August 1997. Advises the executive who plans to initiate a date warehousing project, discussing the advantages and the pitfalls.
"Staying in Front of Your Reps -- Virtually." Sales and Marketing Management Magazine, June 1997. Explains to sales and marketing executives how to manage in a virtual organization and how technology can assist them with their leadership challenges.
"Spreading the Wealth." SMT, December 1996. Helps sales and marketing executives look at options for decreasing their technology expenditures while continuing to gain benefits from technology.
"Once Upon a Time." SMT, September 1996. Explores how CEOs and senior level sales executives can use technology to improve their organizational communication through the medium of storytelling.
"Make Technology your Ally." SMT, June 1996. Describes how sales and marketing executives can apply technology to increase their effectiveness.
"Venturing Into the Executive Suite." Inside Forum On Information Technology, volume 3, number 5, June 1994. Explores three approaches to automating the executive suite, and the risks and potential payoffs of each. Recommends a "needs assessment" approach where appropriate technology is selected in the context of key business objectives. A sidebar outlines the key steps in a needs assessment interview.
"Technology at the Top." Journal of Business Strategy, volume 14, number 4, July/August 1993. Although not many top executives personally use a computer, those that do have compelling reasons. Communication, thinking, and coaching to name a few. Each of these is illustrated in brief case studies involving companies in substantially different industries in the US and Canada.
"Taking an EIS Health Audit: Are Your Executives Using EIS to Augment Their Leadership?" Chief Information Officer Journal, volume 4, number 3, Winter 1993. Executives won't use EIS to save time, impress their associates with electronic gadgetry, or type letters when their secretaries call in sick. What they need -- and what IS must supply -- are leadership tools. Describes a practical process for IS to implement EIS tools.
"Executive Computing." SIM Executive Brief, volume 3, number 1, Fall 1992. Explores why top executives typically do not use computers, the payoff for those who do, and how IS can bring the benefits of executive computing to their own organizations. Why bother? The potential benefits are too great, and the risks, when properly managed, are minimal.
"Don't Go Out and Buy a Computer." The Computer Post, volume 2, number 3, September 1992. Discusses the common problems of EIS design, suggests a business-driven approach, and outlines an effective needs-assessment interview guide for IS professionals to use in implementing executive systems.
"Executive Information Systems: Are Your Top Execs Augmenting Their Leadership Skills?" Info Canada, August 1992. Co-authored by Ken McCready, the CEO and President of TransAlta Utilities in Calgary, this article provides a personal account of the benefits to the organization from personal use of computing tools by the CEO. It also notes specific pitfalls to avoid in introducing executive computing.
"Executive Information Systems: Are Your Top Execs Augmenting Their Leadership Skills?" Direct Access, vol. 8, no. 16, August 14, 1992. Co-authored by Ken McCready, the CEO and President of TransAlta Utilities in Calgary. A personal account of the benefits to the organization from personal use of computing tools by the CEO. Summarizes six ways in which computers can help executives.
"Leadership and the Computer." World Executive Digest, June 1992. Computers provide a tremendous advantage not just in managing the organization, but in leading it. Those leaders who have harnessed the power of computers have an edge over those who have not done so. Provides case studies and a taxonomy of key ways in which computers can contribute to leadership.
"High-Tech Toolbox." Chief Executive, number 75, April 1992. Well into the information age, many chief executives are still reluctant to embrace computers. But those who have are reaping high yields. Co-authored by Ron Compton, chairman of Aetna Life and Casualty, this article combines a personal account of EIS use from an insurance company executive with suggestions on how to explore EIS applications from an EIS implementation expert.
"An Information Systems Rescue." Petroleum Economist, volume 59, number 4, April 1992. Phillips Petroleum provides an example of how using information systems can provide empowerment and accountability and help in overcoming takeover attempts.
"How Three Top Executives Use Information Technology to Solve People Issues." People & Automation, volume 1, number 3, April 1992. Can CEOs improve the effectiveness of their leadership by using information technology? Three CEO case studies provide evidence that they can -- in unique ways. Also provides a sidebar listing creative suggestions for ways that CEOs could use computers to enhance their own leadership.
"Taking It To the Top." Chief Executive, volume 7, number 75, December/January 1991-92. Describes how Human Resource Systems professionals can help high-level executives benefit from computers. Presents ways to match potential applications to organizational objectives, illustrated through case studies.
"Power Users." CIO Magazine, volume 5, number 4, November 1991. Chief executives who know their way around computer systems testify to the empowering virtues of hands-on use. Detailed case studies of three executives of major US firms provide compelling evidence of the payoff.
"Leadership and the Computer." Soundview Executive Book Summaries, volume 13, number 11, November 1991. Book summary: Tells stories of 16 CEOs, presidents, and chairmen who are personally using computers to help them attain their leadership goals and expand their creative abilities.
"Leadership and the Computer." Credit, volume 17, number 5, September/October 1991. An exploration of the myths and benefits of executives' personal use of computers.
"Burnell Roberts on Global Networking." PIMA Magazine, volume 73, number 8, August 1991. Describes how Burnell Roberts, Chairman and CEO of Mead Corporation, uses computers to keep track of a shared network of personal, high-level contacts that extends world-wide. Also describes how Roberts' use of electronic mail allows him to improve communication with overseas employees and with people at various levels of the organizational structure.
"Computers Reshape Phillips 66." Industry Week, volume 240, number 13, July 1, 1991. Describes how Robert Wallace, former President of Phillips 66, used computers to help Phillips recover from two takeover attempts by driving a comprehensive change in corporate culture. Shows how computers can be used by management to empower line employees and set strategic direction.
"Jurist's Prudence." Access to Wang, volume 8, number 11, July 1, 1991. Describes how Richard Pogue, Managing Partner of Jones Day Reavis and Pogue, uses a computer in managing the world's second largest law firm centrally while allowing a great deal of autonomy to the firm's partners.
"Book Excerpt: Leadership and the Computer." Canadian Business Review, volume 18, number 2, Summer 1991. Describes how Ken McCready, CEO and President of TransAlta utilities, uses a computer to help him implement a quality of service program, set corporate-wide priorities and align people's commitments, improve government relations, and augment personal creativity.
"The Birth and Growth of a Company." MicroTimes, issue 83, June 10, 1991. Chronicles the experiences of US Sprint CEO William Esrey in using computers to mature the corporate culture at Sprint from that of a start-up venture to a well-managed team.
"Decision Support in the Executive Suite." Information Executive, volume 4, number 2, Spring, 1991. Details how executives can use computers to improve their individual and group decision making.
"Business Videotapes on Mahogany Row." Business TV Magazine, May/June, 1989. Profiles how William Coates, executive vice president for technology, quality and operations services at Westinghouse uses videotape to stay informed about both internal and external events at the company.
"Executives Attend Class Via PCs and Modems." Business TV Magazine, Winter, 1987. Describes the Western Behavioral Sciences Program, a program for top executives and leading intellectuals which is connected by computer conference. Topics covered by the group range across a broad array of business, political, and social issues.
"Making the CEO Look Like a Million." Business TV Magazine, Fall, 1987. Interviews with top media coaches and producers form the basis for this article on polishing video performances.
"An Executive Dress Code." Business TV Magazine, Fall, 1987. Provides specific information on color preferences and patterns for video appearances.
"CEOs on the Air." Business TV Magazine, April, 1987. Describes how top executives at a variety of corporations use teleconferencing as a means of addressing their various constituencies, both inside and outside the corporation.
"Open Space for Information Systems." Microtimes, April 1, 1996. Describes how IT executives can use Open Space, a powerful meeting methodology to allow people in the IT department to discuss organizational issues candidly and with productive results.
"Strategy Always Comes First." SMT, March 1997. Stresses the importance of understanding business strategies before making technology selections.
"A Battle ROI-al." With N. Dean Meyer. CIO, July, 1990. Argues for the use of ROI in measuring the benefits of information systems.
"The End of the Rainbow." With N. Dean Meyer. Information Week, July 23, 1990. Argues that strategic systems can be planned, but not without the right people or methods.
"Don't Go It Alone." SMT, March 1996. Explains the importance of the role of internal IS consultant. Explicitly describes how internal IS consultants can be of help to sales and marketing executives.
"How you can cross the big IS-consultant divide," PC Week, volume 12, number 19, May 15, 1995. Discusses some common problems encountered in setting up an effective internal IS consultancy; suggests clear understanding of roles and systematic use of contracting.
"A Force for Change: IS Consultants," MicroTimes, Issue #128, October 19, 1994. Discusses the role of internal IS consultants, the "products" that they provide to their organization. Also discusses basic qualifications for consultants, the background and skill set required, and suggests an effective training program.
"Teleconferencing Moderator Skills: Research as a Basis for Training." Teleconferencing: State of the Art Report, volume 13, number 4, Tom B. Cross (ed.), Maidenhead, England: Pergamon Infotech Limited, 1985. Summarizes results of a qualitative research project to determine the skills associated with effective teleconferencing moderation techniques. Lists 63 skills grouped into eight clusters.
"Implementation: The Soft Side of Doing it Well." Teleconferencing and Beyond: Communications in the Office of the Future, New York: McGraw-Hill, 1984. Sets forth the implementation process for teleconferencing; presents various theories, prerequisites to success, phases of teleconferencing growth, and experiences of actual implementation projects. |
