Making Innovation Happen
Saturday, April 18, 2009 at 12:11AM Friday, April 17, 2009 at 11:48PM Do we really need advertising agencies anymore? Are we witnessing the great "reboot" of the advertising industry hastened (but not caused) by the current recession? It's pretty obvious to any reasonable person watching the tens of thousands of layoffs in the industry along with the simultaneous implosion of the newspaper industry that the ad biz as we know it is in serious trouble. Couple that with the ongoing decrease in advertising spending along with new studies (such as this one from Microsoft that predict that the Internet will overtake TV in 2010, and it's clear that advertising as we've all grown to know it is on the way out.
Friday, April 17, 2009 at 11:20PM Losing your job is a life-changing experience. Shock, disappointment, rejection and trepidation are just some of the immediate reactions. But how a company actually handles the redundancy procedure can impact hugely on how the employee views it. Sarah O'Carroll details the personal accounts of four professionals whose positions fell victim to the economic crisis Geoff Lynch, head of corporate affairs, GE Money The best advice Geoff Lynch ever got was from his manager as he left NAB: "Remember, don't just think of yourself as Geoff Lynch head of media relations for NAB - You are Geoff Lynch."
Friday, April 17, 2009 at 10:55PM Sometimes creativity and innovation is true... is this it? Walt Disney knew how to do it. So did Thomas Edison and many other giants of innovation. The highest creativity occurs within structure and organization. In work settings we can set up s. At home we need a "kitchen for the mind." "Invention, innovation and originality are the lifeblood of any company, organization or government."
Friday, April 17, 2009 at 10:11PM Even in these tumultuous times, strategic planning doesn’t have to be an exercise in anxiety—or futility. APRIL 2009 • Renée Dye, Olivier Sibony, and S. Patrick Viguerie Source: Strategy Practice & McKinsey Quarterly Strategic-planning season has arrived for many companies, and it couldn’t be more different than it has been in years past. Gone are the days of linear trend-extrapolation exercises that produce base, upside, and downside cases. Strategists, now facing the most profoundly uncertain times in their careers, are creating disaster scenarios that would have been unthinkable until recently and making the preservation of cash integral to their strategies.
