Custer’s Good Day to Die
“It is our choices, Harry, that show what we truly are, far more than our abilities.”
Albus Dumbledore
Headmaster at Hogwart’s School
FOR YOUR EDIFICATION, ENLIGHTENMENT AND ENTERTAINMENT
The Mythical CMO
“A Good Day to Die”: Custer’s Leadership Lessons
Great Thinkers, Spectacularly Bad Predictions
Days of Disruption (No. 28)- Barnes and Noble’s Next Chapter
Econ Recon: Signs: Good, Not Good
The Mythical CMO
Many small to medium size companies are imitating their larger counterparts in having a Chief Marketing Officer; and according to Seth Godin, their CEOs are making the same mistakes as the larger players in managing and empowering that position. Mr. Godin’s short blog post explores why the average CMO’s tenure is 18 months… and why it’s usually not the CMO’s fault. (Guess whose it is).
Find out why he describes this position as The mythical “Head of Marketing.”
“A Good Day to Die” : Custer’s Leadership Lessons
When we think of unmitigated disasters, those with any grounding in history would put the near total annihilation of General George Armstrong Custer’s troops by Native Americans at the battle of the Little Big Horn in 1876 on the short list. Custer had performed brilliantly during the Civil War and attained the rank of general at 36. He was a decorated officer but enough of a non-conformist to have been court-martialed twice.
Past performance is often cited as the best predictor of future performance but it’s not infallible. This brief article from the Vistage website recaps the events of that fateful day at Little Big Horn and extracts some key leadership lessons….and a list of intriguing questions all leaders should pose to themselves regularly.
Great Thinkers, Spectacularly Bad Predictions
None of us would like to have every prediction we’ve made posted for public review. But regardless of how wrong you’ve been, you’re in good company. Check out these 29 spectacularly wrong technology predictions made by some of the most famous people in history who show that getting a one or more big things right is no guarantee of continued prescience. As the author of this post says “Predicting the future is easy, but getting it this wrong rises to the level of art, or at least comedy.”
If nothing else, this article will underscore the need to challenge an expert’s “expert” opinion.” And keep thinking about the future; you can’t be more wrong than these folks!
Days of Disruption (No. 28): Barnes and Noble’s Next Chapter
When you think of an industry that’s been disrupted in past years, the book business is a prime example. Online sellers such as Amazon have caused the demise of chains like Borders and many independent book stores. One of the few remaining chains, Barnes and Noble, has also been severely impacted in recent years.
In recent days however, a hedge fund appeared with an offer for B & N and then a strategic buyer has expressed interest. Is there hidden value here that warrants a bidding war? Is there a future for this ( and other) brick and mortar chains? This Wharton interview (and article) with legendary retail guru Barbara Kahn explores “What the Next Chapter for Barnes and Noble?”
Econ Recon: Good Signs, Not So Good Signs
The economists I usually feature in this space often disagree (which is why I include them). But the two things they’ll agree on is that as CEO you have to have a point of view about the future, including the economy, and that the one we have has been headed up for a very long time but will (must) head south at some time. The question is when?
Good Signs: Economist Brian Wesbury sees signs that the economy will continue to grow.
Not So Good Signs: ITR Economics CEO Brian Beaulieu shares “Three Indications Economic Conditions are Worse Than You Thought.”