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C E L E B R AT I N G D I A LO G U E ’ S 2 5 T H I S S U E
Sterling silver Liz Mellon, outgoing chair of the Dialogue editorial board, reflects on our first 25 issues Duke Corporate Education has been ranked among the world’s very best custom executive education providers by the Financial Times every year since its inception in 2000, when it was spun out of Duke University’s Fuqua School of Business. This remarkable sustained success has been achieved against powerful consultancies like McKinsey and Deloitte, as well as traditionally organized business schools. The Duke Corporate Education model is unique. We work with a variety of educators – everyone from academics through Formula One teams to magicians – enabling us to customize tightly around any organization’s development needs. Articles and publications traditionally came from our sister business school, but Duke Corporate Education was brimming with ideas and insights about the future of business too, so in September 2013 we launched Dialogue. In the six years since, it has shown not only that we have a ‘point of view’, but that we have real understanding of the live and current challenges that businesses face. This is our 25th issue. I am proud to have been part of the inception, launch and delivery of Dialogue over the past six years, and to have had the privilege of working with our talented contributors.
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THE CHANGING FAC E O F D I A LO G U E Change is a constant in business, and the same is true for Dialogue. We’ve been continually evolving over the last six years, and one thing’s for certain as we look to the future – further change is never far away…
Dialogue Q4 2019
We work with everyone from academics through F1 teams to magicians
This issue is my last as chair of Dialogue’s editorial board. As I step down, I wish our spirited and entrepreneurial partnership team at Duke Corporate Education and LID Business Media ongoing success.
Reading the classics Taking a look at Dialogue’s most-read articles and features New analysis of Dialogue web data has highlighted some of the most popular and influential pieces to have featured here during our first 25 issues. The table is topped by worldrenowned business educator, coach and best-selling author, Dr Marshall Goldsmith. Four bad habits of super-smart leaders (from Q3, 2016), warns leaders against showing how smart they are, proving they are right, pointing out “I already know that”, or falling into the trap of wishing “Why can’t they be me?” It is as compelling a read today as it was when first published. So too is Dr Goldsmith’s Six daily questions for winning leaders (Q1, 2017), which also makes the most-read list. It sets out how leaders can ask themselves active questions to transform how they engage with their goals. The perennial challenge of building and sustaining team performance is another evergreen topic, and it was the focus for Derek Newberry, Mario Moussa and Madeline Boyer in their