2007 2011 Operations Sharpe 
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? If your company can’t be operated by mere mortals, you need to reexamine your business logic.
Women on Business
JANUARY 24, 2011
But many businesswomen are so overwhelmed with running day-to-day operations, there is little or no time to do a good job at casting the net of promotional effort out—whether through community activities, donations, networking events, promotional campaigns, public relations initiatives, or advertising—it is NEVER enough!
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N2Growth Blog
DECEMBER 30, 2010
I'm looking forward to learning from you in 2011. I'm looking forward to 2011 and I appreciate your advice and friendship. May I take to heart these good words of advice in 2011 and the years ahead. Have a joy filled 2011. I wish you and family a blessed 2011 as well. Thanks for the great reminder.
Chris Brady
DECEMBER 13, 2010
In his newest book, Ravi Zacharias asks, "How does one take the emotional high points and successfully balance them with the sharp edges of sorrow that are also part of life?" " Posted by: Sid Thornton | January 05, 2011 at 02:43 PM While recently watching my kids play I was trying to wrap my mind around just this very thing.
N2Growth Blog
OCTOBER 21, 2010
Therefore the art you speak of sculpts with a very sharp blade – the tongue. Unfortunately, the wildcard is PEOPLE. We serve people, lead people, we relate to people, we encourage or discourage people, and we are people.
Strategy Driven
MARCH 18, 2011
Achieving coherence requires a sharpness of focus that few companies have mastered. To demonstrate it, we’ve examined a number of industries and mapped the level of capabilities coherence in the portfolio of each of the major players against their operating margins over the past five years. Copyright 2007-2011 by StrategyDriven, Inc.
Strategy Driven
OCTOBER 21, 2011
Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.
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