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Guest Blogger Julie Freeman: The Trustworthy Leader

leaderCommunicator

It’s a common sense notion that is also supported by work of the International Association of Business Communicators Research Foundation in its 2000 research study on measuring organizational trust and confirmed in Building the High Trust Organization, published in 2010. But not all communication effectively builds trust.

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Your Company’s Networks Might Matter More than Its Strategy

Harvard Business Review

Antioco was fired, late fees were reinstated, investment in the digital platform was all but eliminated and the company went bankrupt in 2010, three years later. Franchisees, fearful of the risk to their livelihoods, and investors, disappointed by decreasing margins, balked.

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The 2010 Execution Round-Up: Six Companies That Couldn't 'Get It.

Strategy Driven

What did 2010 look like for you and your company? OnPoint Consulting’s 2010 Execution Gap Maker Round-Up… Execution Gap Maker #1: BP (Need I say more?) Execution Gap Maker #2: Nokia Nokia’s share of the worldwide market for mobile phones continued to slip in 2010. Did you struggle to regain your post-recession footing?

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How One Nonprofit Is Expanding Health Care for the Uninsured

Harvard Business Review

In a 2010 review of its purchasing strategy, Ascension concluded that it didn’t really have an effective purchasing strategy at all. Ascension has another solid reason for pursuing its strategy. Ascension’s strategy has no downside, only upside.

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“Competitive Intelligence” Shouldn’t Just Be About Your Competitors

Harvard Business Review

In April 2010, Mars, one of the world’s largest privately owned businesses, embarked on a breakthrough initiative. This means identifying risks and opportunities early enough to allow the company to adapt its strategy or in extreme cases, change it. Simply and clearly put, CI is a perspective on changing market conditions.

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Tinkering with Strategy Can Derail Midsize Companies

Harvard Business Review

But because midsize companies lack the resources of big companies, which can experiment with multiple new strategies and launch pilot projects, midsize firms are at risk when they divert scarce resources from their core business. Sales rose 300% in Georgia by the fall of 2010 and rose even more the following year.

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VW’s Board Needed More Outsiders

Harvard Business Review

In managing the fallout from BP’s Gulf of Mexico oil spill disaster in 2010, company Chairman Carl-Henric Svanberg had to take over from CEO Tony Hayward, whose gaffes and public blaming of partners had only exacerbated the crisis. Take the case of BP. Hayward’s leadership had contributed to BP underplaying safety its U.S.

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