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We Have Met the Enemy ...
There are other coffee chains. And damn fine independents. The coffee is good at Dunkin' Donuts ... and McDonald's for that matter. (My next door neighbor will go to the mat defending DD.) Still, Starbucks is sailing in pretty blue ocean to this day. So why is its stock in the tank, why did founder Howard Schultz decide last week to can the CEO and re-take the job himself?

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Communications People Have No Business Running Web Sites
"The Internet is about competition. It's about growth. It's about reaching out to your people, your suppliers, your business partners, your customers in new and more comprehensive ways. In this new environment real-time access to information is power." Lou Gerstner, former president of IBM
What the Best CEOs Know by Jeffrey Krames
Jeffrey Krames gives us a glimpse inside the minds of 7 of the top CEOs. He profiles: Michael Dell, Jack Welch, Gerstner of IBM, Andy Grove, Bill Gates, Herb Kelleher and Sam Walton. These men were all at the helm of very large companies and some faced seemingly insurmountable problems. Others had policies that allowed them to get far ahead of their competitors. Read on to find out what you can learn from each of these CEO's and how their experiences can help your business.

BOOK REVIEW: Mindset: The New Psychology of Success (By Carol S. Dweck, Random House, 2006 ISBN #1-4000-6275-6)
The author presents the "fixed" and "growth" mindsets, the "internal monologues" that accompany each of them, and how they can either limit or boost a leader's potential effectiveness. She chronicles the tales of several noted growth mindset leaders: Jack Welch (GE), Lou Gerstner (IBM) and Ann Mulcahy (Xerox). The book offers a useful lens through which to appraise your managers–and, of course, yourself–and focus their development.
“Control” At The Top While Permitting Autonomy At The Bottom
Shortly after Lou Gerstner became CEO of IBM in 1993, he made one of the most significant decisions of his entire career. At a time when many people were calling for the IT giant to decentralize and dismantle into smaller, more flexible companies, Gertsner chose to do the opposite. He instead used IBM’s large size (and subsequent capabilities) to help customers integrate the diverse components of their information technology (IT) systems. In other words, by keeping IBM’s decision-making centralized and integrated, IBM was able to help customers with IT decisions they would have otherwise been forced to make on their own.

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