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? It will be interesting to see if the next round of Google innovation will be as successful as the beauty of their initial simplicity.
N2Growth Blog
OCTOBER 21, 2010
We can only know how to connect by listening. Therefore the art you speak of sculpts with a very sharp blade – the tongue. Secondly, if we don’t go out of our way to understand other people’s perspectives, we handicap our ability to lead them. Good material as always Mike! Well stated as always Michael.
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Harvard Business Review
AUGUST 5, 2011
In 2002 Norman Bodek , "the godfather of Lean ," came to Technicolor's Michigan facility to teach its leaders about how to implement a front-line suggestion process. The top management team learned how to structure their time on the factory floor and how to listen. Attrition declined, saving on retraining.
N2Growth Blog
DECEMBER 30, 2010
Now both my sons are doing the tough balancing act, but their priorities are keeping their leadership skills sharp – leading family and companies. I had to learn that lesson, and almost blew it many years ago. link] mikemyatt Thanks for stopping by Bert. Be well Gwyn.
Strategy Driven
MARCH 18, 2011
The Essential Advantage : How to Win with a Capabilities-Driven Strategy. Achieving coherence requires a sharpness of focus that few companies have mastered. It’s a ‘sharp pencil’ capabilities system rooted in superior information. by Paul Leinwand and Cesare Mainardi. Schick razors and Trident) and acquired other products (e.g.,
Harvard Business Review
APRIL 4, 2016
As a result, my company Frontier Strategy Group has forecasted Russia’s economy to grow at an average of around 1% YOY during the next three years (lower than its 3% YOY growth between 2006 and 2014) — not the rapid bounce-back companies are hoping for. How to create growth in a stagnating market.
Harvard Business Review
SEPTEMBER 8, 2016
In the photography industry, Leica provides a sharp example of how adding new capabilities can help a company reverse free fall. Yet when digital photography arrived, the company was slow to embrace it, only incorporating it into its cameras in 2006. The company was in free fall.
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