2004 2011 Business Model Leadership 
Harvard Business Review
APRIL 19, 2016
That’s nearly double the rate from 2004 to 2007. Outsiders, in effect, have become more of an intentional leadership choice than a stereotypical hire in a turnaround or crisis situation. (Planned successions exclude mergers and acquisitions, as well as situations when CEOs are abruptly forced out.) and Canadian CEOs in the study.)
Harvard Business Review
AUGUST 6, 2014
In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. We were optimistic about Yahoo’s future in China as the deal closed in January 2004.
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Harvard Business Review
SEPTEMBER 8, 2016
Free fall is a crisis of obsolescence and decline that can happen at any point in a company’s life cycle, but most often it affects maturing incumbents whose business model has come under competitive attack from insurgents or is no longer viable in a changing market. Other companies can do the same. Build a Re-Founding Team.
Harvard Business Review
OCTOBER 20, 2014
In this letter, I’d like to explain more fully why I view the $51 billion already spent by Apple on open market (including accelerated) share repurchases under your leadership as a major misallocation of resources for both the company and the U.S. But they stand in opposition to Mr. Icahn’s determination to tear that model apart.
Harvard Business Review
MARCH 14, 2016
Snapchat, an idea conceived in 2011, is now valued around $16 billion, with more than 100 million active users who send an average of over 400 million snaps per day. But to realize this potential, established companies will need to fundamentally revisit their business models and cultures. Unicorns are: Small in size.
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