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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. Short- and long-term goals were more tightly intertwined than they appeared. He inherited unhealthy accounting practices, unresolved environmental liabilities, and a board and staff that were denying reality. He did both.

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Social Media Demystified

N2Growth Blog

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 318
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China’s Economy, in Six Charts

Harvard Business Review

Foreign investors have flocked to the country’s shores as many of the world’s largest manufacturers have established operations there. percent average annual increase in GDP in 1990 to 2002, and 7.2 percentage points in 1990-2002, and 0.3 This is the overarching goal of China’s 2010-2015 plan. percentage points of the 10.5

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IBM Focuses HR on Change

Harvard Business Review

Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. In growth markets like Kenya and Malaysia, people needed to develop marketing and innovation skills. HR reinvented the way it trained and developed talent.

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Three Leadership Skills That Count

Harvard Business Review

You can't sit around being fearful; you must act, like Herb Kelleher, who insisted on cutting costs and running lean operations in good times, so that they would be prepared for the next storm, imagined or real. Markets down? Market hype? Empirical Creativity. Well, just staying alive does not produce greatness. He did not care.

Skills 15
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What the Mission to Mars Shows About India’s Innovators

Harvard Business Review

The success of the Indian Space Research Organization (ISRO) in placing the Mangalyaan satellite into orbit around Mars last week has three important lessons for companies about winning in emerging markets: big ambitions are critical, constraints can be liberating, and India can be an R&D powerhouse. Constraints need not be limiting.

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The CEO of Kimberly-Clark on Building a Sustainable Company

Harvard Business Review

Tom Falk, the CEO of Kimberly-Clark Corporation since 2002, talks about how the paper company is taking on environmental issues and has been practicing sustainability for 140 years. I shared our goals for 2005 with him. Every five years we increase the robustness of our goals, further stretching them.

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