N2Growth Blog

APRIL 2, 2010

Blogging since 2002, being actively involved in digital marketing since the early 90′s, and being online since the days of the ARPANET I have a bit of history with most things digital. Successful businesses adapt to market innovations and thrive, while those that fail to make iterative leaps fall by the wayside.

Media 382

Media Blog Tools Influence 382

Strategy Driven

NOVEMBER 20, 2010

Peter Drucker (1909 – 2005) ‘Father of Modern Management’ and recipient of the Presidential Medal of Freedom, 2002 Email This Post | Print Post | Sign up for our Email Newsletter Speak Your Mind Tell us what youre thinking. and oh, if you want a pic to show with your comment, go get a gravatar ! Click here to cancel reply.

Leadership 50

Leadership Newsletter Drucker Strategic Planning 50

First Friday Book Synopsis

SEPTEMBER 13, 2011

Slywotzky is a consultant and author of several books on economic theory and management. He has worked as a consultant since 1979 and is currently a partner at Oliver Wyman. He graduated from Harvard College and holds a JD from Harvard Law School and an MBA from Harvard Business School.

Slywotzky 80

Slywotzky Consultative Books How To 80

Harvard Business Review

AUGUST 17, 2015

But the rules and expectations are different when you’re managing a freelancer who isn’t fully employed by your company. Many managers assume that they don’t need to tend to freelancers as much as they do regular employees—and there’s some truth to that, says Dan Pink, author of Free Agent Nation and Drive.

Management 8

Management Tips Performance Review Project 8

Harvard Business Review

JANUARY 20, 2012

When Palmisano took over in early 2002, IBM had four main businesses each organized on a global basis: hardware, software, services (such as back-office outsourcing), and personal computers (PCs). In a near-miraculous feat of management, those consultants were partnered with technologists and successfully integrated into the company.

Software 15

Software Outsourcing Committee Consultative 15

Harvard Business Review

JANUARY 10, 2012

Its HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. In growth markets like Kenya and Malaysia, people needed to develop marketing and innovation skills. But not at IBM.

Globalization 14

Globalization Human Resources Diversity Long-term 14

Harvard Business Review

OCTOBER 20, 2011

This means using direct observation, conducting practical experiments, and engaging directly with evidence, rather than relying on opinion, whim, and analysis alone (and, as a prior management consultant, I would include pure market analysis void of testing in this category). Markets down? Market hype?

Skills 14

Skills Leadership Airlines Long-term 14

Harvard Business Review

MAY 15, 2012

The speech resonated with me, so while serving as his lead researcher in 2001 and 2002, I returned to his classroom to hear it again. His basic two litmus tests for a good business theory are something that explains the different circumstances facing managers and the causal connection between an action and a result.

Christensen 10

Christensen Succession Storytelling McKinsey 10

Strategy Driven

OCTOBER 11, 2013

None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. Current management of both companies were ill-advised on handling the crises. In 1999, the U.S.

Crisis 73

Crisis Crisis Management Retail Budgeting 73

Harvard Business Review

NOVEMBER 19, 2015

” Only few firms manage to be ambidextrous—most struggle to maintain a healthy balance between exploration and exploitation. And managers focused on immediate total shareholder returns may be delighted with high performance. Some firms manage to maintain this dual discipline as they grow. points p.a.,

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

AUGUST 10, 2012

We've seen the challenges of serving as lead integrator, project manager and IT operations manager for the Olympics grow over the last decade (our relationship with the IOC has been in place since 2002), and Atos has grown with them. Two fundamentals, however, haven't changed.

Committee 14

Committee Project Audience Information Technology 14

Harvard Business Review

AUGUST 10, 2016

On August 1 Uber announced that it is selling its Chinese brand and operations to Didi Chuxing for $1 billion, its annual burn rate in that market, in exchange for a 20% stake in the local competitor. A cautionary tale from the past: After acquiring EachNet.com, eBay controlled 80% of the Chinese e-commerce market in 2003.

Network Economy 8

Network Economy Globalization Discount Constraint 8

Harvard Business Review

MARCH 1, 2011

When sales once again started to slow in 2002 the campaign idea proved flexible enough to help revive the brand's fortunes once again. Messing with a much loved brand is never easy, but astute brand management involved ardent fans with the relaunch and enlisted another British icon, Paddington Bear, to bring the brand back to growth.

Brand 14

Brand Media Brand Management Globalization 14

Harvard Business Review

JANUARY 18, 2012

When Palmisano retired this month, the media chronicled his success by focusing on IBM's 21% annual growth in earnings per share and its increase in market capitalization to $218 billion. In 2002 Palmisano succeeded a legendary leader in Lou Gerstner, who saved IBM from being broken up and put it on a viable course.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

OCTOBER 15, 2014

The academic study of strategy took a big leap forward in the 1970s when Michael Porter of HBS looked at earlier economic research on industry structure and noticed that market power — which economists wanted to minimize — was the same thing as sustained profitability, which corporate executives wanted to maximize.

Strategy 8

Strategy Rivkin Game Theory Porter 8

Strategy Driven

FEBRUARY 4, 2011

None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. This book states the case for more of a macro-focused approach to management.

Ethics 76

Ethics Cost Crisis Learning-by-Doing 76

N2Growth Blog

SEPTEMBER 29, 2010

They are able to play the role of ambassador, emissary, influencer, coach, facilitator, expediter, lobbyist, buffer/shield, crisis manager, negotiator, publicist, strategist, tactician, mentor, consultant, counselor, collaborative thinker and in some cases partner, based upon what the client needs. It’s just that simple.

Blog 385

Blog Mentor Advice Brand 385

Strategy Driven

MARCH 11, 2011

None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making.

Strategic Planning 63

Strategic Planning Committee Golden Handcuff Media 63