My latest Forbes.com piece is a riff on Guy Kawasaki’s new book, “Enchantment.” The article includes an interview with the always fascinating Guy:

An Expose on the Secrets of Guy Kawasaki’s Success

While he doesn’t position it this way, one way to think about the book is that it lays out the secret of Guy Kawasaki’s success. It gives, as he promises in the interview, “a process to improve relations with people–to enchant them instead of sell, promote, or bludgeon them into submission.” I’ve had the privilege of interacting with Guy for a number of years now, and I can attest that he lives by the advice he offers in “Enchantment.” This helps to explain why he has more than 300,000 twitter followers and why “Enchantment” shot up into the Amazon top 25 within hours of the book’s launch.

I hope you’ll take a quick read, and also offer your nominations for what products and servies you’d put up for the Enchantment Hall of Fame, and Shame.

PS I’m inspired by Guy Kawasaki’s example to pay more attention to my twitter account, and invite you to follow me there.

In case you didn’t see it, I’d love to get your thoughts on my latest piece at Forbes.com:

How Dior, Galliano and the iPad 2 Reinforce the Need for Businesses to Look Good Naked

It explores information transparency, the advent of ubiquitous video and how Christian Dior’s firing of star designer John Galliano reinforces the need for organizations to follow the strategy design principle of “make sure you look good naked.”

I’d love to hear what you think. How might organizations embrace and mobilize video-equipped customers? How do businesses make sure that they look good naked?

Forbes.com has just published my article on “Lessons on Being the Boss in Disruptive Times.” It highlights Linda Hill and Kent Lineback’s excellent new book “Being the Boss,” with an emphasis on managing and leading disruptive innovation.

I would love to get your thoughts on whether most organizations fail to provide enough help for inexperienced managers and too seldom confront the shortcomings of those with experience, as the book argues. I would also appreciate your reactions to my view of the critical lessons for managers facing disruptive innovation.

Forbes.com has just published my article “Are the People in Your Organization Too Smart to be Creative?”

I would love to get your thoughts about whether this is a general problem, and what can be done about it.

We’ve just published a second article at Technology Review on “Four Principles for Crafting Your Innovation Strategy.” It is a companion piece to yesterday’s “Where Innovation Is Sorely Needed.”

The article looks what successful companies have done to prepare for the disruptions due to a world of infinite connections. It is also part of Technology Review’s month-long focus on “Innovation Strategies.”

We’ve just published an article at Technology Review on “Where Innovation Is Sorely Needed.”

The article looks beyond the usual media-related suspects and examines other industries facing disruption, such as insurance, retail, cars, medicine, toys, and utilities. It is the lead off article in Technology Review’s month-long focus on “Innovation Strategies.”

I had not intended my Forbes.com articles to respond to the news cycle, but the nearly 50% layoffs at MySpace triggered some thoughts.

If you’re interested in that topic, see my take on Why Facebook Beat MySpace, and Why MySpace’s Revised Strategy Will Probably Fail, and what lessons other aspiring social network platforms might take away from this phase of competition.

I’d love to get your reactions.

My latest article at Forbes.com is about the misconceptions of social media applied to business.

As either a consumer or someone trying to figure out how social media matters, I’d love to get your reactions about whether my findings are on the mark. I’d also welcome thoughts on other misconceptions, potential stumbling points and opportunities.

My debut article at Forbes.com just went up: “Dear Amazon, Apple and Google: The e-Book Killer App I Want for Christmas.”

In it, I argue that much of the current e-reader competition wrongly focuses on the aesthetics of the device. While features and functions are important, what’s missing for me is better support for the context of reading.

Two quotes in this article should be tattooed on the wrists of anyone serious about innovating:

–”Our policy is, we try things.”

–”We celebrate our failures.”

Both quotes, from Google CEO Eric Schmidt, come as the company announced that it was shutting down a real-time collaboration tool called Wave. Rather than say nothing about the failure or try to pretend it’s no big deal, as many companies would do, Google acknowledged the failure and called it an important learning experience.