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It’s Time To Stop VCs Driving Entrepreneurship

The Horizons Tracker

This has resulted in the share of overall employment in young firms falling from around half of the workforce in 1980 to just 39% by 2006. This is at the same time as the share taken up by big firms grew from 51% to 57%. in 1985 to 5.3% An environment of creative destruction most definitely is not present. A different picture.

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Is Entrepreneurship As Popular As We Think?

The Horizons Tracker

Entrepreneurship has seldom been sexier, with the press overwhelmed with stories of technological disruption and the tremendous changes emerging across society as a result of the bold and courageous innovators that are bucking the norm. By contrast, employment at big firms rose from 51% to 57% of the overall workforce in the same timeframe.

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Restaurant Week (An elementary look at quality culture fundamentals)

Deming Institute

Guest post by David Kachoui (previously published in Quality Progress, August 2014): Director of Business Development at Natech Plastics. Edwards Deming, The New Economics, Massachusetts Institute of Technology Center for Advanced Engineering Study, 1994, p. Parents were patrons. Students ran operations. Liker and James K.

Quality 51
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HBR’s Guide to Obama’s 2014 State of the Union

Harvard Business Review

That view is shared by University of Colorado’s Wayne Cascio, who in 2006 wrote about the high cost of low wages for business. MIT’s Zeynep Ton says a higher minimum wage could help employers , provided they know how to structure their business around a “good jobs” strategy.

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What Innovative Companies Can Learn from Keurig’s Highs and Lows

Harvard Business Review

These changes, often unclear and barely perceptible, foreshadow new trends in human behavior, technology, and demographics. Keurig’s founders started from scratch when they created their proprietary coffeemaker and K-cup technology. By 2006, GMCR owned 100% of Keurig and officially renamed Keurig Green Mountain (KGM) in 2014.

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Is Tesla Really a Disruptor? (And Why the Answer Matters)

Harvard Business Review

In the model described by Clayton Christensen, a new entrant offers substitute products using technology that is cheaper but initially inferior to products offered by mature incumbents. For one thing, it’s not clear what disruptive technology the company is offering.

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Finding the Sweet Spot Between Mass Market and Premium

Harvard Business Review

For example, Gillette has successfully encouraged consumers to trade up again and again by continually introducing razors with the latest and greatest shaving technology. One response by established brands has been to acquire smaller companies.