Remove 2004 Remove Construction Remove Development Remove Marketing
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How to Discover Your Organization’s Deep Purpose

Skip Prichard

How do leaders best develop these skills? Leaders become poets by developing a “Big Story” that captures the ideals and essence of their organization. In 2004, the company was struggling as more children showed a preference for video games and electronic toys over LEGO’s colorful construction blocks.

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Take Your Show on the Road

Harvard Business Review

The beauty of these vans, and the reason I believe they’ve been dreamt up by managers in very different businesses, is that they perform a wide variety of marketing functions. One industrial producer of state-of-the-art equipment packs its big mobile units with collapsible exhibits which it can set up quickly at construction sites.

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U.S. Trade Lobbying Strategy for the 21st Century

Harvard Business Review

It is rare to find an American company that is not developing a market strategy to benefit from the rapid growth of emerging markets such as Brazil, India, and China. These include, among others, access to foreign markets for investments, protecting intellectual property, or visas for skilled, temporary staff.

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The Reinvention of NASA

Harvard Business Review

NASA has moved from being a hierarchical, closed system that develops its technologies internally, to an open network organization that embraces open innovation, agility, and collaboration. The emergence of commercial space has also gone hand in hand with an accelerating pace of technology development. It is currently at less than o.5%

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The HBR Approach to Failure

Harvard Business Review

In the 2004-2006 period the major failure-related characteristic of the data is the CEO , namely CEO succession , CEO and board relationships, and mechanisms to support CEOs taking up their posts. 2007-2010 is not surprisingly dominated by negatives.

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Great Companies Stay True to the Spirit of Their Founders

Harvard Business Review

Few business leaders have developed this attention to the front line as effectively as M.S. Once a government monopoly, the company was privatized, in 2004, and bought by a set of construction entrepreneurs, for $292 million. And I want my marketing guys fighting for new variants, new products.

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What You Won’t Hear About Trade and Manufacturing on the Campaign Trail

Harvard Business Review

You have to understand these fundamentals to craft trade-policy prescriptions — which, by the way, I think the free trade agreements largely do: A thick supplier market. Manufacturers want to be close to their suppliers, because this can speed time to market and minimize the risk of disruptions. Nearness to market.