N2Growth Blog
JUNE 14, 2010
While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. How did Microsoft not keep Google at bay? Why didn’t IBM see Dell coming?
N2Growth Blog
MARCH 18, 2010
While most C-level execs have a general idea of what I’m referring to, it is also quite clear that most can’t even begin to define it, much less articulate the specific constructs of a sound business model. Furthermore, a business plan, strategic plan, marketing plan, capital formation plan, exit plan, etc.,
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First Friday Book Synopsis
JUNE 21, 2011
Open Business Models: How to Thrive in the New Innovation Landscape Henry Chesbrough Harvard Business Press (2006) Innovation requires an open mind…and the courage to challenge “the ideology of comfort and the tyranny of custom.”
N2Growth Blog
JANUARY 3, 2011
In fact, I would go so far as to say that CEOs who are not consistently reengineering elements of their business fall into one of the following two camps; 1) They have a perfect business, or; 2) They are an ineffective CEO. Current or anticipated changes in market conditions that will adversely impact your business model.
N2Growth Blog
MAY 16, 2010
Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? While a business cannot scale without growth, a business can grow without being scalable. Even their advertising model is simplistically brilliant.
First Friday Book Synopsis
JULY 12, 2011
His more recent book, Open Business Models: How to Thrive in the New Innovation Landscape (2006), carries the open approach a step further, arguing that business [.].
N2Growth Blog
DECEMBER 13, 2010
Moreover they know how to leverage information and resources to achieve their objectives. Great leaders understand how to manage conflict and close positional gaps. Rather they understand how to make a timely decision while managing any corresponding risks as others are still trying to connect the dots. Section IV: Tactics.
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