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"Whatever the cause, the moment will come, and you will find your company in a shift from selling a lot of your current offering – let's call it X – and a little bit of something new called Y. Eventually, if your change strategy works, your company will sell a lot of Y and much less of the X legacy offering.
X and Y can be what you sell or how you sell. What you sell may be shifting to radically new products or to radically new services. How you sell may involve new types of customers, new types of buyers within existing customer organizations, or new, fundamentally different selling approaches.
Whatever your company's X and Y might be, how you respond to the need to shift will determine your personal success, that of your customers, and to a great extent that of your company.
Five key moments determine whether your sales transformation will be successful."
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"America's workplaces, even in our best-intentioned organizations, are riddled with bias against women leaders. As a result, women seeking to advance in careers—particularly careers in traditionally male fields—face both negative and agentic biases. The intersection of negative and agentic biases creates a double bind we call the 'Goldilocks Dilemma.'"
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"Traffic. If you're a commuter, it's your daily torture. If you run a business, it represents hair-pulling risk and cost. The U.S. economy suffers a $160 billion annual hit in lost productivity from traffic jams, while drivers in some major cities spend up to two work weeks stuck bumper to bumper. Long and congested commutes even correlate with higher rates of divorce, stress, obesity and chronic pain. But all of this pales in comparison to the one, big, dirty secret of traffic:
We know how to fix it."
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"China's spectacular economic growth has been one of the most significant events of the past two decades. In a single generation the nation has vaulted from impoverished backwater to the world's second-biggest economy and biggest trading nation. Its growth has lifted hundreds of millions of people out of poverty, transformed global supply chains, and created great wealth. But the introduction of China's enormous working population into the world labor force has also helped depress wages in developed countries, and its huge capital flows have brought a new and potentially destabilizing force into the world's financial markets.
For all these reasons and more, it's crucial to get China right. We need to understand how China works (and how it doesn't), why it works the way it does, where it might be headed in the coming years, and what this means for the rest of the world."
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"In today's We-Conomy, profit is not enough. For a brand to be truly successful over the long-term, as benchmarked against the world's leading companies, it must innovate and create for the we and not the me, and also aim to profit in ways that provide collective purpose beyond a self-interested, fattened bottom-line. An age of brands as republics aimed at both serving and protecting the world at large is upon us."
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