Legs, Legacy and Liquidity
Ambition drives strategy. Looking to their future, leaders want some mix of legs, legacy and liquidity from their ventures. Trying[…]
Goldilocks and the Three Strategies: A Management Fable
Goldilocks was CEO of Golden Honey, a moderately successful start-up. She had built up a nice little brand, including ardent[…]
The Uncertainty Epidemic
There’s an uncertainty epidemic going around corporate America. It is becoming a downward spiral of uncertainty, almost an emotional recession.[…]
New home: Nadler Strategy LLC
I am pleased to announce that my full-time professional home is now Nadler Strategy LLC. A few years ago, I[…]
Kochleffels of the world, unite!
My Midwestern American Methodist wife loves Yiddish. From the day she discovered she was a shiksa, her two favorite words[…]
I was wrong about CSR/sustainability reporting
I’ve been skeptical about the value of CSR/sustainability reporting. I now have to admit I was wrong. Partly. For years,[…]
Sitting here in (strategic) limbo…
Many of us are sitting here in limbo (with all due respect to the reggae management guru Jimmy Cliff). Senior[…]
Which comes first: strategy or capacity?
That’s the chicken-and-egg dilemma most strategists face sooner or later: Do you develop the strategy you need, despite lacking the[…]
Aspirational Spring
I’ve changed the banner photo on my web site to an early spring picture, perhaps prematurely. It’s a sunny 60-degree[…]
Turning strategy into action: Getting the experience part right
Turning strategy into action is an overwhelmingly logical process. Except for the 75% of it that’s emotional. Over the last[…]
