• May 2016

The Business of Hollywood

Hurray for Hollywood! After all, who doesn’t love movies, celebrities, and the bright lights of that big city? But what’s it really like to do business in Tinseltown?

On a recent business trip to Los Angeles, I had the opportunity to take a look at the City of Angels from a business angle. In this issue of Be Inkandescent magazine, we dedicate our 18 columns to learning more about what makes LA tick — and how you might be able to play more like a movie star or a mogul at your small business.

To get us started, we turn to Prof. Adam Gordon, PhD, who teaches at Cardiff University and writes regularly on business topics for Forbes.com. Scroll down for his insightful article, “Celebrities as Entrepreneurs.” And don’t miss Gordon’s Tips for Entrepreneurs, in which he takes us to Oxford University to learn how educators are helping business leaders better forecast and manage the future.

To whet your appetite, here’s a taste of what else is in this month’s issue:

  • Child actor Jeff Cohen — best known as Chunk in “The Goonies” — grew up to be an attorney who penned “The Dealmaker’s Ten Commandments.” Be sure to check out this title from the guy who did the infamous “truffle shuffle.”
  • Actor and director Paul Barry — known for his work on “Love Is a Four-Letter Word,” “Small Claims,” and “Introducing the Dwights” — shares his thoughts on how actors tap into their intuition, and how you can, too, in this month’s column of IntuitionRules.com.
  • Paul Newman’s daughter Clea is carrying on her father’s legacy as you’ll see in our podcast interview about her nonprofit, SeriousFun.

We leave you with this parting thought from Paul Newman: “I was terrorized by the emotional requirements of being an actor. Acting is like letting your pants down; you’re exposed. I’d like to be remembered as a guy who tried — tried to be part of his times, tried to help people communicate with one another, tried to find some decency in his own life, tried to extend himself as a human being. Someone who isn’t complacent, who doesn’t cop out.”

Here’s to seeing your name in lights! — Hope Katz Gibbs, publisher, Be Inkandescent • founder, Inkandescent Public Relations

Celebrities as Entrepreneurs

By Adam Gordon, PhD Executive Education Director Cardiff University

Harvard Business School (HBS) Professor Anita Elberse has a decade of research charting the great rise in power enjoyed by top-tier celebrities in the entertainment industry, both in commanding ever-higher pay and as moguls in their own right, able to dictate the terms of engagement and define new business models for themselves.

If stars are becoming power brokers of their industries, it makes sense to get them into the mix of a business school course that looks at strategies for success in the entertainment industry.

Last year when HBS executive education ran its four-day Business of Entertainment, Media and Sports (BEMS) course, basketball star Dwyane Wade was a student delegate, alongside other stars who have sought anonymity. In 2014, linebacker Brandon Marshall and supermodel Karlie Kloss were in the class. When I interviewed Elberse for Forbes.com, she said: “If you compare the world of entertainment now with the world of entertainment 25 years ago, you see that some individual stars can get things done now and can wield an influence now that they couldn’t in the past.”

Superstars are getting smarter about how much new-found power they have.

Wanting to know how to best use that power is what brings people like Wade into the HBS classroom. “They want to know how they can best monetize their brand enterprise and leverage their influence.”

Says Elberse: “If you want to understand the world of entertainment, you cannot just have people from the big (conventional entertainment industry) companies in a room, and have them try to figure out what’s the future. You have to also incorporate the perspective of people like Wade or Kloss, and get an understanding of what it is they want to achieve and how they want to achieve it. Because increasingly they are shaping this space. That’s why we are keen to have these people in the room.”

This is an arrangement that is obviously also valuable to the standard agents, managers, and entertainment executives the course attracts, who get to hear the perspectives of talent from the very source. Executive Education always justifies its value in part by who else is in the room — the cross fertilization, networking value proposition. Other than sourcing the perspectives of star talent, BEMS carefully assembles a classroom of executives across the worlds of film, television, music, book publishing, sports, and allied sectors.

Following the famous HBS “case method,” where learning is achieved by close study of past real-world situations (a pedagogic style B-schools learned from law schools), the BEMS program uses cases studies of stars who have flexed their power — for example the HBS Beyoncé Case, which looks at the company Sunday’s Super Bowl halftime show the star built around her brand, which sits outside the traditional record-label structure.

The program also pivots on Elberse’s other main research theme: the rise of blockbuster economics in the entertainment industry.

“Increasingly companies, and even individuals, have to make bigger bets in order to stand out in this space. So this is where you get film studios making ‘tentpole films’ or record labels spending an insane amount of money to try to market someone’s album,” says Elberse.

“That creates a new competitive environment in which there is increasingly a difference between companies that have scale and can do those things and companies that cannot — which are increasingly locked out of that space. “Increasingly these markets are winner-take-all, where a few people at the top get all the rewards and are increasingly powerful.”

In her book, “Blockbusters,” Elberse tells the story of Alan Horn. In 1999, new in his role as president and chief operating officer of Warner Bros., he singled out five event films among his annual output of more than 20, and steered a disproportionately large portion of production and marketing budget to them. Making big-budget movies and lavishly marketing them was not new; what was novel when Horn did it was building an entire strategy on selective disproportionate budget allocation. The recent wall-to-wall tsunami of media during the launch week of Star Wars 7 is the poster event for this approach.

Blockbusters contrasts this strategy, which was wildly successful for Warner Bros., with that of Jeff Zucker, CEO of NBC Television Group and NBC Universal in 2007, who pursued the opposite strategy: placing a larger number of smaller bets and guarding against deep investment on any single project. “During Zucker’s tenure, NBC fell from its perch as the highest-rated television network to fourth place, behind its three broadcast rivals — ABC, CBS, and FOX — a demise once unthinkable.”

Blockbuster strategies almost always go hand-in-hand with eye-popping investments in top creative talent, which is how these two themes of the BEMS course come together. According to Blockbusters: “The focus on star talent now extends into virtually all sectors of the entertainment industry. A Spanish businessman single-handedly raised the bar for investments in A-list talent in the world of soccer. Bringing a show-business mentality to his renowned soccer club, Real Madrid’s president, Florentino Pérez, started pursuing what he called his ‘galácticos’ strategy, a reference to the star power of the players he sought to recruit.” (Galácticos is the Spanish word for “galactics” or “superstars.”)

The celebrity pay scales and tsunami marketing budget required of a galácticos strategy puts huge pressure on the business models of studios, record labels, and sports teams, and it flies in the face of conventional business logic, which is to spread rather than concentrate risk, and limit investment to a level that won’t break the bank.

Yet not doing galácticos appears an even surer route to failure, not only inside but also outside entertainment. One need only think of the many that have fallen or can’t now get into the industries where Uber, Twitter, Airbnb, and Facebook are winner-take-all.

Not one to undersell itself, Harvard’s marketing for the BEMS course tells paying executives they will learn to “assess different strategies, including when to bet on a blockbuster versus a number of smaller ‘plays’”; “discover when it pays to bet on A-list talent”; and “evaluate the effectiveness of strategies that play to the value of star talent.”

Meanwhile, crossing both themes of star empowerment and blockbuster economics is the not-insignificant matter of digital technology evolution.

The entertainment industry is ground zero for digital disruption because so much of the product can move in digital form, and because social media allows stars and fans to disintermediate the corporate broker. The program has case studies on Facebook and BuzzFeed, among various players that are changing the way either stars or producers can market and distribute content.

The big question currently facing entertainment companies is how digital technology will affect their bets on blockbusters and superstars.

Does it increase or decrease the power of talent? Does it make the blockbuster strategy obsolete, or more necessary?

Elberse explains: “Some industry insiders have suggested that digital technology will spell the end of blockbusters — and, with that, the effectiveness of blockbuster strategies. … But a closer look reveals that the reality isn’t quite so simple. In fact, in today’s markets where, thanks to the Internet, buyers have easy access to millions and millions of titles, the principles of the blockbuster strategy may be more applicable than ever before.”

Her conclusion: “There are fundamental laws of consumer behavior that explain the strategy’s enduring appeal — the kinds of laws everyone with an interest in the entertainment industry should be aware of, in other words. The blockbuster strategy’s continuing importance to the success of entertainment companies is made abundantly clear in the enormous amounts of data that online channels generate.”

Click here to read Adam Gordon’s Tips for Entrepreneurs.

Note: This article was first published Forbes.com on Feb 9, 2016.

Working With Leaders in the Executive Classroom: Oxford Helps Entrepreneurs Manage Future Uncertainty

By Adam Gordon, PhD
Executive Education Director, Facilitator, and Faculty
Cardiff University

Turbulent-Uncertain-Novel-Ambiguous (TUNA) is the acronym an Oxford University Executive Education program uses instead of the more familiar VUCA — Volatile- Uncertain-Complex-Ambiguous. Either way, we understand the problem: The external environment changes rapidly and unpredictably, making leaders look silly. What worked yesterday won’t work tomorrow.

As TUNA pressures warp previously steady-state industries, executives respond by trying to predict the future, grappling with early-warning signals or trying to identify market or technology trends.

The five-day Oxford Scenarios Programme (OSP) offers a different path.

“At Oxford we try really hard to try to get through the ‘futurology’ that’s out there, and (instead) power people who have resources and agency to do things better,” says Dr. Angela Wilkinson, who teaches the program along with Saïd School Prof. Rafael Ramirez.

Scenario Planning is a method of direction-finding and strategy formation that defines itself by non-prediction. Scenarios are integrated narratives of how the future may unfold, with always two or more in a set. This avoids the brittleness of a singularly predicted future — which the unpredictable world will surely make nonsense of.

The OSP accepts about 40 delegates and — fairly unusually for executive education — also hosts two or three organizations as real-world “proto-clients,” providing live client situations for the delegates to work on.

In the next program, the proto-clients are: a university (not Oxford) trying to manage faculty field research in the new era of geopolitical risk; an FMCG (fast-moving consumer goods) ice-cream company concerned that Millennials aren’t buying its products; and a scholarly professional body struggling with how digitalization is eroding its centralized authority and journal-based business model.

“These live cases give the program a ‘clinical-research feel,’” says Wilkinson. “We used to use some form of a generalized case, like Harvard Business School cases. But that doesn’t prepare the delegates for what they are going to encounter in their organizations.

“Live clients reflect the ambiguity of the scenario planning reality they will find themselves in, how messy and difficult it is.”

The clients present their business situation late on Monday, and are then interviewed over dinner by the assigned delegate teams. Midweek there is a check-in teleconference lasting one to two hours, during which the teams test their evolving framework. A half-day on Friday is given to client presentation and discussion of the implications.

For executives who don’t have a spare week and £6,000 (about $8,400) to spend at Oxford’s Egrove Park executive education facility in England, Ramirez and Wilkinson have just published a book, Strategic Reframing: The Oxford Scenario Planning Approach, which they wrote to broaden access to the philosophy and methods of the Oxford Scenario Planning Approach (OSPA).

“Reframing” in the title refers to leaders’ mental frames — sometimes called mental models, or paradigms — that scenario planning targets. A key problem, arguably the key problem in successfully managing a TUNA world is “frame rigidity,” when a leader’s mental model is not wide enough or flexible enough to perceive (or to take seriously) all the alternative, plausible outcomes that matter.

Scenario planning invites multiple framings of an uncertain situation, making leaders more aware and conscious of the legacy frame they have unconsciously been using to make sense of the world.

According to “Strategic Reframing”: “By rehearsing actions with these alternative frames, new and better options for action can be identified and contribute to a re-perception of the present situation.”

Wilkinson is an alumna of a renown planning office at Royal Dutch Shell and currently head of strategic foresight at the OECD in Paris, where she describes her focus as “leading a project to upgrade it (strategic foresight).

“The OECD, like most organizations, is strongly oriented to ‘evidence-based policy.’ If you can’t quantify it, it can’t go in the conversation,” she says.

“But if you just stick to the numbers, you can end up ‘not learning’ because you just stick with the stuff you can measure as opposed to the stuff that’s important — which requires you to exercise judgment.

“Quantitative, evidence-based policy served us well in he last maybe 10 or 20 years before the financial crisis, when everybody thought everything was very steady-state.

“You can manage by numbers but you can’t lead by them. Quality of judgment, of intervention, needs a more systemic understanding of why things happen, and are connected to each other.”

“The numbers matter, but so do the narratives,” says Wilkinson.

Transitional Space

In the “Strategic Reframing” Forward, Kees van der Heijden, another Shell planning office alumnus who has greatly advanced scenarios thinking, says that “a management system driven by macro-predictions and forecasts has proven too narrow to deal with turbulence.

“We need to redesign the strategic management system to restore the balance between the complexity of the system managed and that of the management system.”

Restoring this balance is what scenario planning offers.

“We ground it in Winnicott’s concept of transitional space,” says Wilkinson, referring to the psychologist D. W. Winnicott, famous for the concepts of a “transitional object” and “transitional space” — being the object or area by which the self navigates and learns its relationship with the outside world.

“We take this into the classroom, and we get them to understand that the scenario planning process is ‘a transitional space.’”

When a firm navigates its relationship with the outside world, particularly an apparently hostile or at least disagreeable TUNA world, the pathologies of the organization emerge. “They fall into fragmentation — lack of a common agenda or, alternatively, complete groupthink and complete blind spots,” says Wilkinson.

The question is how do you create a healthy (what van der Heijden calls) “strategic conversation” that allows leaders and experts to consider ideas that are not familiar to them, and to disagree with each other safely.

“Contestation” of Future

Says Wilkinson: “The scenario process in Shell originated from trying to stop people pushing forward pet projects and enable a ‘contestation’ of future that allowed better decisions, including investment decisions, to be made in the present.”

While Shell was and remains the poster company for scenario planning, its methodology, or at least what is understood and represented as its methodology by knock-off scenario consultants, has also been responsible for the banalities of utopias or dystopias or techno-Armageddon future narratives that are unhelpful to the real process of decision-making for leaders facing everyday uncertainty.

“The (bulk of the scenarios) literature talks about methodology and theory as process: There are the steps — ‘the 3-step process’ or ‘the 6-step process’ you go through. It is a selling logic! There is so much ‘production’ of scenarios, so little effective use of them,” says Wilkinson.

Raising the quality of scenario planning is very much part of the OSP’s agenda. The program was started in the early 2000s by Ramirez, joined soon after by Wilkinson, and has been continually refined as the field itself has come to understand the many pitfalls that scenario projects have fallen into.

“We looked at lots of training programs on scenarios. You follow these-and-these steps and end up with 2×2 matrix and you think you’ve done well. But 99 percent of those fail. So we asked ourselves: What do they need to know in order not to fail at that point?

“At the OSP, you learn from all the mistakes the field has made over the last 60 years.”

As part of this, Wilkinson explains how the OSP executive education week has been redesigned to focus delegates not on method — is there a right or a wrong way to do it — but on “‘where does it fit in with the purpose of the organization, its vision, mission, or strategy?’”

This requires taking OSP student delegates well past creating analytical content for scenarios, towards a deeper understanding of how the scenario process needs to dovetail with organizational purpose and the leadership agenda.

Institutional context is woven into good practice. “Good for us means they are useful and usable, as opposed to analytically credible, but nobody has the slightest interest in them,” says Wilkinson.

Tram-Lined

“When the delegates first come in (to the OSP), the question you have to work really hard at is ‘the forecasting question,’ because they are so tram-lined into forecasting that they can’t break out of that mode.

Working for different clients “helps delegates understand where they have choices around what they are doing and how they are doing it.”

“They are not learning not to produce a set of scenarios, but to design a scenario-based intervention in their organizations,” says Wilkinson.

This is why embedding learning with the real problems of real-world clients is intrinsic to the OSP teaching process. Delegates learn about the political setting as well as the social process of the client, because what works for one won’t necessarily work for the other.

Over the course of the client service process, the student delegate groups go through the full learning-to-build scenarios cycle twice — they get two bites at both scenario-building and client-engagement.

This is to reinforce learning, as one may expect, but an iterative, revisiting, relearning process is what defines the Oxford scenarios method, and what it is fundamentally teaching practitioners to do when making client-worthy scenarios, wherever and whenever they do it.

According to “Strategic Reframing”: “Scenario planning as we see it in the OSPA is ideally not a linear ‘project’ with a beginning, middle, and end, nor (ideally) a one-off intervention, but is instead an iterative process that enables and sustains organizational learning.

“The delegates have a go at delivering an intervention with their client, and they learn from that intervention a lot about what their client actually needs, and then they redesign their scenario intervention.

“That iteration of loops, building and using then rebuilding and reusing, is what makes the difference,” says Wilkinson.

To iterate, prototype, fail-fast, and rework is an approach to that many fields, including strategy and scenario planning, have learned from design thinking.

The iterate-learn-rework model also helps would-be scenario practitioners understand that learning — about their client and its internal and external contexts, and the future it is facing — is at the heart of scenario-based management of a TUNA world.

The preferred term for a scenario practitioner in “Strategic Reframing” is not “scenario planner” or “scenario facilitator,” but “scenario learner.”

Note: This article was first published on Forbes.com on April 6, 2016.

I’m not afraid of storms,
for I’m learning to sail my ship.”

– Louisa May Alcott

Practice kindness all day to everybody and you will realize you’re already in heaven now.”

– Jack Kerouac

Success is the necessary misfortune of life, but it is only to the very unfortunate that it comes early.”

– Anthony Trollope

You have enemies? Good. That means you’ve stood up for something, sometime in your life.”

– Winston Churchill

Don’t wait for someone else to lead you to your right life; that privilege—and responsibility—is yours alone.”

– Martha Beck

If you look at what you have in life, you’ll always have more.
 If you look at what you don’t have in life, you’ll never have enough.”

– Oprah Winfrey

You must learn to be still in the midst of activity 
and to be vibrantly alive in repose.”

– Indira Ghandi

Permanence, perseverance and persistence in spite of all obstacles distinguishes the strong soul from the weak.”

– Thomas Carlyle

The young man knows the rules, but the old man knows the exceptions.”

– Oliver Wendell Holmes Jr., U.S. Supreme Court justice

The goal of Life is to make your heartbeat match the beat of the universe, to match your nature with nature.”

– Joseph Cambell

A person who learns to juggle six balls will be more skilled than the person who never tries to juggle more than three.”

– Marilyn vos Savant

What would you attempt to do if you knew you could not fail?”

– Magical

An entrepreneur tends to bite off a little more than he can chew hoping he’ll quickly learn how to chew it.“


– Roy Ash, co-founder of Litton Industries

When I dare to be powerful—to use my strength in the service of my vision, then it becomes less and less important whether I am afraid.”

– Audre Lorde

Always look at what you have left. Never look at what you have lost.”

– Robert H. Schuller

That which grows fast withers as rapidly; that which grows slowly endures.”

– J.G. Holland, novelist

How do you stay resilient? It’s about momentum. Like riding a bicycle. If you stop you fall over. So I keep pedaling.”

– Diane Lane

You don’t love someone because of their looks or their clothes or their car. You love them because they sing a song only your heart can understand.”

– L.J. Smith

I was taught at a very young age that you can do whatever you want to, but you have to make it happen — not just talk about it.”

– Kathleen Jo Ryan

Part of your destiny is to live in the zone of maximum satisfaction.”

– Martha Beck

Of course there is no formula for success except perhaps an unconditional acceptance of life and what it brings.”

– Arthur Rubinstein

We need to learn to set our course by the stars, not by the lights of every passing ship.”

– General Omar Bradley

We make a living by what we get; we make a life by what we give.”

– Winston Churchill

If you want to be busy, keep trying to be perfect. If you want to be happy, focus on making a difference.”

– Lisa Earle McLeod

Do not follow where the path may lead. Go, instead, where there is no path and leave a trail.”

– Ralph Waldo Emerson

Hold fast to dreams, for if dreams die, life is a broken-winged bird that cannot fly. Hold fast to dreams, for when dreams go, life is a barren field frozen with snow.”

– Langston Hughes

That which does not kill us makes us stronger.”

– Friedrich Nietzsche

Patience and perseverance have a magical effect before which obstacles vanish.”

– John Quincy Adams

When I was younger I thought success was being a star, driving nice cars, having groupies. But today I think the most important thing is to live your life with integrity.

– Ellen DeGeneres

Women once had the goal of being Superwoman; I think most of us now simply strive to have a super day.”

– Author, Activist Lee Woodruff

If your success is not on your own terms, if it looks good to the world but does not feel good in your heart, it is not success at all.”

– Anna Quindlen

Look at everything as though you were
seeing it either for the first or last time.
Then your time on earth will be filled with glory.”

– Betty Smith

You only live once. But if you do it right, once is enough.”

– Mae West

There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction.”

– JFK

Running that first shop taught me business is not financial science; it’s about trading.”

– Anita Roddick, founder, The Body Shop

Don’t follow, lead. Don’t copy, create. Don’t start, finish. Don’t sit still, move. Don’t fit in, stand out. Don’t sit quietly, speak up. (Not all the time, sure, but more often.)”

– Seth Godin

The music is all around us. All you have to do is listen.”

– August Rush

If you wish success in life, make perseverance your bosom friend, experience your wise counselor, caution your elder brother, and hope your guardian genius.”

– Joseph Addison

Happy are those who dream dreams and are ready to pay the price to make them come true.”

– Leon Joseph Suenens

We need to learn to set our course by the stars, not by the lights of every passing ship.”

– General Omar Bradley

Whatever you do may seem insignificant, but it is most important that you do it.”

– Gandi

Everyone is a mirror image of yourself—your own thinking coming back at you.”

– Byron Katie

Let us seize the day and the opportunity and strive for that greatness of spirit that measures life not by its disappointments but by its possibilities.”

– W.E.B. Du Bois

He who knows he has enough is rich.”

– Tao Te Ching

The only person you are destined to become is the person you decide to be.”

– Ralph Waldo Emerson

Change is a math formula. Change happens when the cost of the status quo is greater than the risk of change.”

– Alan Webber, author, "Rules of Thumb"

I always maintained that the greatest obstacle in life isn’t danger, it’s boredom. The battle against it is responsible for most of the events in the world — good or ill.”

– Dr. Evelyn Vogel, Dexter

When you are asked if you can do a job, tell ‘em, ‘Certainly I can!’ Then get busy and find out how to do it.”

– Theodore Roosevelt

It is only with the heart that one can see rightly,
 what is essential is invisible to the eye.”

– Antoine de Saint-Exupéry

Nothing is a mistake. There’s no win and no fail. There’s only make.”

– Corita Kent

Books

What Are the 10 Essential Tools for Businesses Forged in the Trenches of Hollywood?

Actor turned attorney Jeff Cohen gives us the inside scoop.

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Chambers of Commerce

Want to Join the Hollywood Chamber of Commerce?

How much would it help your business to be part of this group, which 24 times a year, inducts a celebrity into the internationally renowned Hollywood Walk of Fame?

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Economic Development

Behind the Sign: What's the Back Story on This LA Icon?

During the past quarter century, nine employees have been appointed to the non-profit Sign Trust and have spearheaded numerous campaigns, from physical maintenance, to security systems, to public awareness campaigns for the sign. Which five recent movies have featured the Hollywood sign?

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Education

Are You One of the Pretty Brainy Girls?

From 2000 to 2008, the number of young women interested in majoring in computer science dropped 79%. That wasn’t ok with Heidi Olinger, who founded PrettyBrainy.com, an organization that engages girls in a STEAM education by appealing to their interests in making, philanthropy, and design.

Read more...

Food

Favorite Recipes From Five Celebrities

Want to cook, and eat, like a Hollywood star. Following are five recipes to get your juices flowing. Enjoy!

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Futurists

Media and Telecom Trends 2016

Short-form videos will not soon supplant long-form videos—nor will e-readers lead to the death of the printed book. Millennials will spend more for content than their preference for free content would suggest. And more consumers will upgrade their smartphones than buy one for the first time.

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History

Who Will Win the 2016 Washington Book Prize?

The annual award given by Washington College recognizes the past year’s best written works on the nation’s founding era, especially those that have the potential to advance broad public understanding of early American history.

Read more...

Hotels

Want to Spend a Night in Oz? Stop In to the Culver Hotel

“If these walls could talk …” eludes to the long and illustrious past of Los Angeles’ Culver Hotel. From legendary ownership to memorable guests, its rooms have housed mischievous munchkins, secret passageways and high-stake poker games.

Read more...

Law

Resolving Conflicts the Hollywood Way

“Hollywood hates settlement,” explains LA attorney Joseph Markowitz. Here’s why.

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Intuition Rules

Acting Rules: Is It Impulse, Instinct, or Intuition That Makes the Difference?

How do actors hone their intuition? Director and writer Paul Barry explains.

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Nonprofits

Talk About Shining Like a Star: Jeffery Holmes is Fighting Parkinson’s for His Dad

The idea to create the Fighting Parkinson’s Foundation came to Jeffery Holmes in 2014. While attending Stevenson University, he grew tired of seeing his Dad’s health progressively deteriorate due to the affects of Parkinson’s disease. He knew he had to do something to help.

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Quotes

What Makes Hollywood Great? A Dozen of Our Favorite Stars Offer Their Opinions

“Life is like a movie. Write your own ending.” — Kermit the Frog

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Inkandescent Radio

Paul Newman's Daughter Clea Is Carrying on Her Dad's Legacy

“Before my dad died, he asked me to carry on his legacy with this organization,” explains Paul Newman’s daughter Clea.

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Research

What Can We Learn From the Gestures People Make?

If you think Hollywood — and business — is filled with liars, Peter Collett’s “Book Of Tells.”

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Retirement

Have You Considered a Roth? More Planning Opportunities Can Make These Very Attractive

Want to get a jump start on having a star-studded retirement? “Roth accounts are a great way to build flexibility into your retirement income planning because they trade tax benefits,” explains Howard Pressman.

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Speakers Bureau

Celebrity Author Kristine Carlson Helps Us Wake Up to an Inspired Life

Learn how best-selling author and inspirational speaker Kristine Carlson has continued to expand on the success of her late husband, Dr. Richard Carlson, creator of the “Don’t Sweat the Small Stuff” series.

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Inkandescent TV

Learn to Do PR Like a Celebrity

Are you ready to supersize your small business? In this News Channel 8 interview with PR specialist Hope Katz Gibbs, reporter Sonya Gavankar explores three questions every entrepreneur should ask themselves.

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Truly Amazing Women™

Hollywood Icon Rita Moreno Still Steals the Show

Octogenarian Rita Moreno remains one of the busiest stars in show business. Her first book, “Rita Moreno: A Memoir,” just came out in March, and recently she starred in the premier of “Life Without Make-Up.”

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To learn more about becoming a client of Inkandescent Public Relations, or becoming a Be Inkandescent Magazine columnist. send an email to publisher and founder Hope Katz Gibbs at hope@inkandescentpr.com.

Here’s to your incredible, indelible, Inkandescent success!