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All articles by Bruce A. Pasternack

The Cat That Came Back

How the world's largest heavy equipment manufacturer rebuilt its organizational DNA.
August 26, 2005  - by Gary L. Neilson and Bruce A. Pasternack

Best Business Books 2004: Leadership

Sex, Shame, and Shareholder Value
November 30, 2004  - by Bruce A. Pasternack and James O'Toole

The 7 Types of Organizational DNA

An exclusive survey shows most companies possess traits that inhibit their ability to execute.
June 1, 2004  - by Gary L. Neilson, Bruce A. Pasternack and Decio Mendes

Best Business Books 2002: Leadership

Theory and Practice: So Happy Together
October 10, 2002  - by Bruce A. Pasternack and James O'Toole

Yellow-Light Leadership: How the World’s Best Companies Manage Uncertainty

The recession has moved the most advanced CEOs beyond "the vision thing."
April 9, 2002  - by Bruce A. Pasternack and James O'Toole

Best Business Books: Leadership

Dreamers with Deadlines
October 1, 2001  - by Bruce A. Pasternack

Zealot Profile: Carlos Ghosn

Nissan Motor Company, President and Chief Operating Officer
January 1, 2001  - by Bruce A. Pasternack, Thomas D. Williams and Paul F. Anderson

Beyond the Cult of the CEO: Building Institutional Leadership

Why do some companies flourish but others founder after the charismatic CEO leaves? A World Economic Forum/Booz-Allen & Hamilton study finds that the most effective firms make leadership more than a solo act.
January 1, 2001  - by Bruce A. Pasternack, Thomas D. Williams and Paul F. Anderson

Up the (E) Organization! A Seven-Dimensional Model for the Centerless Enterprise

It's time to retire the org chart and disintermediate management itself.
January 1, 2000  - by Gary L. Neilson, Bruce A. Pasternack and Albert J. Viscio

Corporate Strategy in a Digital Age

Is the Internet really revolutionizing the business world? The answer is yes, in at least seven ways.
April 1, 1999  - by Charles V. Callahan and Bruce A. Pasternack

The Centerless Corporation: A Model for Tomorrow

High-performance companies are structured around knowledge, people, values and coherence. They know what they stand for. They also know how to share services.
July 1, 1998  - by Bruce A. Pasternack and Albert J. Viscio

The Triumph of People Power and the New Economy

The New People Partnership heralds the appearance of a different "company man and woman." As corporations and employees grapple with the new realities that exist between them, organizations must do more to make workers employable within their own companies.
April 1, 1997  - by Bruce A. Pasternack, Shelley S. Keller and Albert J. Viscio

Toward a New Business Model

The classical business model is a 19th-century invention. Has it outlived its usefulness? What should replace it? New research suggests alternatives that can lead to flexibility and growth for the bottom and top lines.
April 1, 1996  - by Albert J. Viscio and Bruce A. Pasternack

The Four Bases of Organizational DNA

Trait by trait, companies can evolve their own execution cultures.
 - by Gary L. Neilson, Bruce A. Pasternack and Decio Mendes

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