2010 Business Model Development Supply Chain 
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? At the risk of drawing the ire of corporate elitists, I submit to you that the dumber your business is, the better off you are.
N2Growth Blog
NOVEMBER 16, 2010
Does the company purchase an off-the-shelf solution, utilize an ASP (Application Service Provider) solution or embark upon developing a custom application? Oh, and what about development methodology? I could go on ad-nauseum with this line of thinking, but I’m sure you get the point by now.
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Harvard Business Review
SEPTEMBER 25, 2012
How can we improve the businesses of our suppliers and local partners? Business Model Innovation. How can multinationals develop innovative business models with "small store" formats to promote convenience, yet give consumers lower prices through economies of scale in purchasing and supply chain efficiencies?
Harvard Business Review
MARCH 11, 2011
System" is the key word, and it was top of mind during a recent HBR event in Palo Alto, sponsored by Hitachi, where I was moderating a panel on sustainable supply chains. Pepsi has rolled it out at hundreds of sites, and now is sharing it with supply-chain partners. Can a passenger plane fly without fossil fuels?" "Why
Harvard Business Review
JUNE 24, 2015
One of the most enticing global entrepreneurial opportunities these days is taking a digital business model that works in the U.S. and transplanting it somewhere else, particularly in a developing country. There doesn’t appear to be any supply chain or heavy machinery to worry about.
Harvard Business Review
OCTOBER 21, 2016
Traditional business models aim to create value for shareholders, often at the expense of other stakeholders. Sustainable businesses are redefining the corporate ecosystem by designing models that create value for all stakeholders, including employees, shareholders, supply chains, civil society, and the planet.
Harvard Business Review
MARCH 11, 2014
For example, a few years ago we helped Medtronic formulate and deploy a business model to bring pacemakers to patients in India who historically either didn’t know they needed the device or couldn’t afford its $1,000 price tag (since most Indians pay for health care directly).
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