Leila Janah, 2015
Janah reframed talent scarcity as an opportunity problem—and challenged business to build fair pathways to overlooked capability.
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Janah reframed talent scarcity as an opportunity problem—and challenged business to build fair pathways to overlooked capability.
Ogilvy’s dated phrasing still carries a modern demand: respect customers with evidence, clarity, and claims that survive the sale.
De Geus argued that lasting advantage comes from an organization’s capacity to notice, interpret, and act on change faster.
Chandler’s famous maxim asks whether decision rights, incentives, and information flow genuinely support a company’s strategic choices.
Penrose saw the firm as a living bundle of resources whose value depends on knowledge, combinations, and managerial imagination.
Coase explained why firms exist by showing that markets, contracts, and coordination all carry costs that shape organizational boundaries.
De Pree frames leadership as a disciplined arc from honest diagnosis through service to meaningful gratitude.
Marshall’s economics placed education, health, and human capability ahead of machinery as the foundation of durable productive strength.
Kiran Mazumdar-Shaw’s innovation principle shows how unmet needs can become durable business propositions without reducing people to markets.
Thasunda Brown Duckett’s title-and-character principle reframes authority as temporary stewardship proven through conduct and accountability.
Kenneth Frazier’s call for concrete business action turns public commitments into measurable work on jobs, capital, and opportunity.
Anne Wojcicki’s team insight replaces constant individual heroics with shared knowledge, support, accountability, and resilient execution.