H. James Dallas

Great strategy isn’t built in a single step. It’s a cycle of design, mobilization, and execution. Twelve building blocks of strategy show how leading companies turn bold ideas into lasting impact, aligning on the challenge, rallying the organization, and sustaining execution momentum. See how the blocks fit together: https://mck.co/3JPivXx

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Nadia Khatri, MBA, PMP of Bristol Myers Squibb and Joseph Anthony of Hero Collective tackle how influencers can build trust for patient-centered marketing. Nadia Khatri, MBA, PMP had this to say about the difference of trust between influencers and traditional marketing channels - “Influencers are so much more different than traditional media channels. You can put up all the banners you want, you can put up videos on YouTube. You can do posts on Facebook, it's not quite the same as a human being making that connection with you and others that are in your position.” #MMMTransform

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Family business succession is never just a handoff. It’s a deeply complex process shaped by personal relationships, emotional stakes, and evolving governance needs. Jason Hecker and Phyllis Campbell offer a clear-eyed view of why so many transitions falter—and how families can plan with foresight, structure, and trust. This is essential reading for anyone navigating leadership change in a family-owned company. Read the full article: https://ego.nz/45CvIfj #SuccessionPlanning #FamilyBusiness #Governance

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What makes a great leader? According to President Lamont O. Repollet, Ed.D., it’s not just performance, it’s values in action. In his new article for CEOWORLD Magazine, he shares how integrity, courage and accountability offer an executive edge. Read more on how values-driven leadership builds lasting success: https://lnkd.in/e-DXBUvK

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Thriving in disruption starts with the board: reassess director skills and recruit members ready to lead through uncertainty. Cynthia Jamison explores how directors can navigate uncertainty by evaluating board composition and equipping directors to lead through uncertainty. NACD members, read the full article now. https://lnkd.in/eqnnxNqQ

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Collaboration fuels innovation—but too much of it can drain productivity and well-being. During my tenure at Johnson & Johnson, we saw firsthand how collaboration overload was impacting our people. To address this, J&J used organizational network analysis (ONA), employee experience data, and performance insights to pinpoint where collaboration was helping—and where it was hindering. Our goal? Create a more balanced, high-impact network that enables both connection and productivity. I’m excited to share these learnings in The Social Capital Imperative, in our chapter "Mitigating Collaboration Overload to Improve Workforce Well-Being at Johnson & Johnson." It’s a deep dive into how leaders can use network insights to redesign collaboration for impact and well-being. If you’re rethinking collaboration in your organization, I’d love to hear your thoughts! Order it now at https://a.co/d/atiqM7Y Special thanks and congratulations to Greg Pryor and Kristin Cullen-Lester for assembling and editing the work of 50 global thought leaders in social and organizational network science to bring the book to life!

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I like "Corporate Strategist" more than Chameleon, but the key takeaways are the same. Driving outcomes, building management systems, seeing around corners. via Trellis Group, Ellen Weinreb, Steven Rochlin & Jeff Senne. Key Takeaways: - Over the past 20 years, the CSO role has evolved from being non-existent to having a seat at the table in many companies. - Successful CSOs today are masters of resilience and can adapt to whatever the moment demands like chameleons. - One critical step to becoming a successful CSO is being able to hold conflicting ideas at the same time.

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Last week, I attended @a16z’s summit in D.C. where Vice President JD Vance gave the keynote address. Onstage he recounted about dinner with a tech executive years ago, where he worried aloud that losing U.S. manufacturing jobs could destroy the dignity and purpose of work for those who held them—even if those people were financially made whole.    The rest of his speech highlighted a pressing national security issue: the need to revitalize American manufacturing and strengthen our supply chains to stay ahead of our adversaries. U.S. shipbuilding— he pointed out—is a clear example of where we’ve fallen behind. The U.S. accounts for just 0.1% of global shipbuilding, while China produces more commercial ships than the rest of the world combined.    It’s a pivotal time for U.S. industrial and manufacturing companies, with growing momentum to rebuild our capabilities. And Hadrian is working to address both issues, bringing dignity back to work and revitalizing American manufacturing. By combining automation and precision machining, we’re helping to rebuild the industrial base that powers America’s aerospace and defense sectors—and supercharging workers to get there.     That message was echoed yesterday in a @Senate Armed Services Committee hearing on the state of conventional surface shipbuilding. Dr. @Brett Seidle, the Navy’s Acting Assistant Secretary for Research, Development, and Acquisition, recognized the value of collaboration between the Navy, Congress, and industry partners to revitalize American shipbuilding: "By investing in the industrial base, modernizing facilities, developing a skilled workforce, and holding ourselves accountable we can ensure that the Navy and Marine Corps team remains capable and prepared to meet evolving geopolitical challenges and threats."      If we want to restore U.S. industrial and maritime supremacy, then we must act now. Hadrian is committed to making sure that America remains competitive on the global stage, and we are excited to be leading the way in rebuilding the U.S. industrial base.   #Manufacturing #MadeInAmerica #SAWS 

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