If you’re a retailer looking for a mall with a good deal of leasable space, look no further than the DMM Future Retail story map, created by Esri and the Directory of Major Malls. The map ranks the 25 biggest specialty and urban mixed-use projects that will open in coming years by leasable space and includes information on the centers’ key anchors and other tenants.

First on the list is the upcoming Konterra Town Center East in Laurel, Md., with 3 million square feet of leasable space and a scheduled opening date of 2014. The complex, with 2,200 acres, will include restaurants, fashion retailers, parks, office space and residential units.

And while the East Coast is well represented on the map, from Massachusetts and New Jersey to Virginia and North Carolina, shopping centers will be opening up all over the U.S. Malls on the DMM Future Retail map will also be found in Texas, Illinois, Colorado, California and Hawaii, among other places. (read more…)

If you ask a chief marketing officer what keeps them up at night, the answers will reveal assorted glimpses of what essentially represents the future of marketing and business.

In my new book, “What’s the Future of Business,” I shared insights from IBM’s Global CMO study, which literally asked CMOs what keeps them up at night. The study revealed that the answers were more or less everything.

At the top of the list, at 71%, was Big Data, which included capturing and making sense of it. Not far behind, at 68%, was social media of course. And in third at 65% was the increasing array of screens, devices, and channels to reach customers. But numbers aside, an important pattern emerges when you review the entire list in aggregate.

It’s clear that CMOs are exploring technology as a way to stay in front of customers of course. There are also overtones of combating brand irrelevance while exploring new ways to do business with a new generation of connected customers. (read more…)

Business success can be attributed to countless factors — a marketable product, great leadership, an efficient business structure, etc. It’s an intimidating list, making it difficult for many business leaders to form a winning, sustainable strategy.

So let’s make things easy and boil it down to the essentials — the three core elements that often mean the difference between high-performance success and eventual failure: innovation, customer centricity and collaboration. While many leaders have a basic understanding of the concepts, many have a tough time effectively applying them to their businesses to drive remarkable performance.

Innovation: How are you driving value?

At its core, innovation means driving continual value so a business stays relevant in its industry. It starts with a vision — realizing what a particular process or product can be at its potential and then creating a roadmap for the product or process.

More than the big idea, however, innovation should also come in smaller, incremental steps. (read more…)

The Denver Post recently announced the results of its second annual Top Workplaces program. The rankings are based on over 32,000 employee surveys from 183 employers in the Denver area.

Employees scored employers on a wide range of areas, including appreciation of workers, company direction, confidence in senior leadership, workplace values and ethics, encouragement of ideas, competence of management, and pay and benefits.

Rankings were divided into large, midsize and small employer categories. The top winners in each category were, respectively, Anadarko Petroleum Corp., The Container Store, and Restaurant Solutions Inc.

When staff analyzed this year’s employee responses, a single common thread was apparent in the highest-ranking companies — they each had an employee-friendly work culture, and they worked hard to keep their work environment employee-friendly every day.

Many of the employers that participated in the program this year said that the right work environment is a requirement for attracting and keeping the right talent, for “wowing” customers, and for achieving company goals. (read more…)

SmartPulse — our weekly nonscientific reader poll in SmartBrief on Leadership — tracks feedback from more than 190,000 business leaders. We run the poll question each week in our e-newsletter.

Last week, we asked: When you and your team get stressed, how well do you put and keep things in perspective?

  • Very well — I alleviate all stressors pretty quickly: 8.51%
  • Well — I reduce most sources of stress we face: 39.41%
  • OK — I reduce some stress but still occasionally get stressed myself: 45.83%
  • Poorly — I have a hard time reducing stress for myself and my team: 4.86%
  • Very poorly — I get even more stressed out and add to the problem: 1.39%

The calm in the storm. When things get stressful, your team looks to you for how to handle the situation. If you’re calm, that will transfer to team members. If you’re flipping out, they’re likely to panic because if their leader is worried, clearly there’s something they should be worrying about, too. (read more…)