Sparking Innovations in Management

Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century. (No. 77 | March 2010)

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A Primer on Talent Management

Talent is not a rare commodity—people are talented in many ways: it is simply rarely released. To make talent happen organizations must give it strategic and holistic attention. (No. 76 | February 2010)

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Embracing Failure

Success is a process and failure on the way is an opportunity. Successful individuals, groups, and organizations fail well. (No. 75 | February 2010)

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Showcasing Knowledge

Information has become ubiquitous because producing, manipulating, and disseminating it is now cheap and easy. But perceptions of information overload have less to do with quantity than with the qualities by which knowledge is presented. (No. 74 | February 2010)

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The Future of Social Marketing

Social marketing is the use of marketing principles and techniques to effect behavioral change. It is a concept, process, and application for understanding who people are, what they desire, and then organizing the creation, communication, and delivery of products and services to meet their desires as well as the needs of society, and solve serious social problems. (No. 73 | January 2010)

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Marketing in the Public Sector

Marketing in the public sector may be the final frontier. Agencies operating in the public domain can use a custom blend of the four Ps—product (or service), place, price, and promotion—as well as other marketing techniques to transform their communications with stakeholders, improve their performance, and demonstrate a positive return on the resources they are endowed with. (No. 72 | January 2010)

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New-Age Branding and the Public Sector

Branding is a means to identify a company's products or services, differentiate them from those of others, and create and maintain an image that encourages confidence among clients, customers, and audiences. Until the mid-1990s, brand management—based on the 4Ps of product (or service), place, price, and promotion—aimed to engineer additional value from single brands. The idea of organizational branding has since developed, with implications for behavior and behavioral change, and is making inroads into the public sector too. (No. 71 | January 2010)

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