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How Software Is Helping Big Companies Dominate

Harvard Business Review

In 2011, venture capitalist Marc Andreessen declared that “software is eating the world.” And academic research has found that rising industry concentration correlates with the patent-intensity of an industry, suggesting “that the industries becoming more concentrated are those with faster technological progress.”

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What Venture Capital Can Learn from Emerging Markets

Harvard Business Review

Venture capitalists are increasingly interested in emerging markets, and in working with local funds based in those markets (despite the fact that reverse innovation in venture capital seems counterintuitive). Editor's Note: This post was written with Justin Chakma, an undergraduate student at the University of Toronto (Canada).

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“Trust Me, I’m a Leader”: Why Building a Culture of Trust Will Boost Employee Performance – and Maybe Even Save Your Company

Strategy Driven

In my book, I describe an incident that took place at a famous, fast-growing technology company. But it sets the precedent for repeatedly using these tactics at critical moments – not to mention a kind of ‘mission creep’ by which corner-cutting begins to invade operations even when they aren’t at a critical crossroads.

Company 62
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“Trust Me, I’m a Leader”: Why Building a Culture of Trust Will Boost Employee Performance – and Maybe Even Save Your Company

Strategy Driven

In my book, I describe an incident that took place at a famous, fast-growing technology company. But it sets the precedent for repeatedly using these tactics at critical moments – not to mention a kind of ‘mission creep’ by which corner-cutting begins to invade operations even when they aren’t at a critical crossroads.

Company 50
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Have You Earned the Right to Lead? Ten Deeply Destructive Mistakes That Suggest the Answer Is No (and How to Stop Making Them)

Strategy Driven

In my book, I recount an incident that took place at a famous, fast-growing technology company. There are two basic operating modes for organizations under high-stakes execution pressure. Copyright 2007-2011 by StrategyDriven, Inc. MISTAKE #2: Underestimating the impact of small acts of dishonesty. About the Author.

CEO 57
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An Insider’s Account of the Yahoo-Alibaba Deal

Harvard Business Review

By mid-2004, however, the operation was mired in conflict over control and differences in management style. Zhou reportedly felt that the original Yahoos were overpaid and lazy, whereas the Yahoo team felt bullied and believed Zhou wasn’t focused on the Yahoo operations. Not surprisingly, this didn’t sit well with the local team.