In last week’s post, “Old Guys Scoring Jobs: The Sizzle Doesn’t Sell,” I told you about a 56-year-old ad exec and a 28-year-old executive MBA from Cornell who both feel they face career problems—because of age bias. They’re both worried they aren’t viewed as “sizzling” by employers. When facing age discrimination, you can just file a legal action. Or you can show the employer that you’re offering much more than the sizzle. You can show up with a highly-targeted business plan that proves you're worth hiring.

Daniela Gorenstein is the executive at Groupon responsible for convincing Madison Avenue that the discount giant is a friend, not an enemy. She discusses why she thinks aad gencies are too hostile toward Groupon and how Groupon can help their clients. "Outside of just the one-and-done tests to drive a crazy amount of sales, what does that mean for that national brand next?" she asks.

When we think about our brands, we think long-term and short-term. I like to think in terms of reputation and advertising. My rep is based on my long-term behavior, how I handle myself, how I behave, and the trail I leave behind. Advertising is more ephemeral—I might try ways to enhance my visibility and to promote my products and services. Although an ad campaign might bomb, my rep keeps me afloat so I can try again.

The following 10 pillars will serve as the foundation for an adaptable business model where opportunities are readily assessed and innovation is regularly practiced. The reward is relevance, affinity and advocacy, creating an adaptive culture that signals an end to business as usual.