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Living The American Dream: How Dov Charney Fashioned His Own Success
“Give me the chance of going to Harvard or being there when Google started and I want to be there making $3 an hour sweeping their floors. Or Apple when Steve Jobs started it,” says Charney. “Maybe I'm delusional but that's what I think American Apparel is.” For Charney, the success of American Apparel has just begun. But how did he get to where he is today? How did a Jewish Canadian college dropout become the CEO of one of the most revered and fastest-growing companies in America?

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Getting the Right People Doing the Right Things with Safeguarded Precision!
Amidst organizational change employers deploy a wealth of employee assessments in a scheme of cost-benefit analysis. Some overspend the outcomes and then don't even understand the data. Some sales-based assessment organizations inundate prospective clients with "high brow" tricks while brow-beating them into pretending they understand. What's just as important as data integrity is simplified and universal buy-in... and the ability to attach meaningful cost saving action. Crazy labels and "smoke and mirrors" are not the keys to predicting success. If you don't understand, your employees won't either!

Slow Down, You Move Too Fast
He stood, gripping the sides of the counter, his fingers white knuckled from the strain. I'd seen my boss, Mr. Burke, stand there countless times before, studying the inventory, looking for just the right item for the customer, but I'd never seen him like this; his face and neck a livid red, his neck muscles strained, beads of sweat on a brow that only moments before had been dry. I heard Allison, his assistant whisper, "Go get Mrs. Burke." Someone scampered away, relieved to escape the tense scene. I stood there frozen, uncertain what was happening, even more uncertain what to do. After all, I was just part-time help, spending a few summer months between college semesters learning about the real world of business.

Innovation Champions, Skunkworks, and Organization Learning
Advertising executive, Charles Brower once said, "A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a quip and worried to death by a frown on the right person's brow." When innovations are in the exploration stage, they need a champion to take them through the rest of the developmental stages.
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