All great companies have spirit and culture. Mean spirited returns mean spirit. — Michael J. Silverstein Copy Share Image
All companies have many opportunities. Strategy is about allocation of resources and priorities. — Michael J. Silverstein Copy Share Image
Many companies routinely do things that are not important. They fail to prioritize. They get involved with details that don't matter. — Michael J. Silverstein Copy Share Image
The most effective CEOs have a primary source for tracking their markets. They meet with their teams frequently enough to keep innovation… — Michael J. Silverstein Copy Share Image
Better ramp up your virtual relationships. Companies think omni channel is the correct answer. This is not enough. The information explosion for… — Michael J. Silverstein Copy Share Image
Take giant leaps. Too many companies are into incremental innovation. The only thing that moves markets is violent turns. Major differences. Don't… — Michael J. Silverstein Copy Share Image
Time is a big enemy. Companies have a tendency to drift and to do what was successful yesterday. CEOs need to set… — Michael J. Silverstein Copy Share Image
The top 25 at every company really set the tone. Everyone watches them. They need to be present and focused. No slackers… — Michael J. Silverstein Copy Share Image
Too many companies are happy to have workers to dread working. They have the wrong attitude because they have the wrong leadership. — Michael J. Silverstein Copy Share Image
Companies that get in trouble have a failure to see two realities: market trends and competitor attacks. — Michael J. Silverstein Copy Share Image
Always welcome your customer's scorn. This rule says read the complaint letters. Categorize them. Decide how you are going to wipe them out. — Michael J. Silverstein Copy Share Image
Get out of the office. Roam the frontline. Be observant. Hold your people accountable for creating the new narrative, a new story, in which… — Michael J. Silverstein Copy Share Image
The most effective CEOs have a primary source for tracking their markets. They meet with their teams frequently enough to keep innovation flowing, to… — Michael J. Silverstein Copy Share Image
Take an expansive view of the consumers needs and expand beyond your current boundaries. — Michael J. Silverstein Copy Share Image
The starting point is to create a qualitative understanding of market drivers. You need to get into the head of the consumer and be… — Michael J. Silverstein Copy Share Image
Our most exciting discoveries come from studying anomalies. The once-in-1000 occurrence is worth getting detail on. — Michael J. Silverstein Copy Share Image
Better ramp up your virtual relationships. Companies think omni channel is the correct answer. This is not enough. The information explosion for consumers makes… — Michael J. Silverstein Copy Share Image
The top 25 at every company really set the tone. Everyone watches them. They need to be present and focused. No slackers at the… — Michael J. Silverstein Copy Share Image
Own one idea. Complete it. Map the current model of purchase and usage. Change how it is done so at least some part of… — Michael J. Silverstein Copy Share Image
Don't ask your customers what they want. This rule is based on the view that they probably don't know. You have to fully understand… — Michael J. Silverstein Copy Share Image
A curious mind armed with skill, experience, knowledge, and patterns can give birth to big brand revolution. — Michael J. Silverstein Copy Share Image
You need to have sufficient resources against your priorities. Your eyes have to be open every day. — Michael J. Silverstein Copy Share Image
