The prospect of change can make many employees shut down and look for reasons not to do something. Here’s how to shift that dynamic.

A framework to help leaders understand how they weathered COVID-19 and to keep leveraging their new innovation skills.

I'm already on record (what record??!?!) for the power of embracing constraints. When you have no resources or money or time, that's when you are forced to get really creative in solving your problems (even employer branding ones). So here's the HBR talking how innovation doesn't occur despite constraints, but because of them. Sure, if you want to play "follow the leader" and "best practice bingo," you'll pay a premium to do it the way everyone else does. So embrace those constraints (or even apply some arbitrary ones) to innovate better.

We don’t talk much about “business model” here on the newsletter, and really, it’s because we aren’t treating brand management as a business. But business model thinking and brand architecture have a lot of similarities, and the fact that you need to sell your brand to business leaders who think in business models suggests that there might be something interesting in the intersection here. It’s not just how you make money, it’s how you use everything in your ecosystem and how you differentiate yourself (sound familiar?). Anyway, here’s the formula for business model innovation.