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Disruptive Business Models | N2Growth Blog

N2Growth Blog

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.

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Business Model Architecture | N2Growth Blog

N2Growth Blog

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.

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Business Model Generation : Blog | Executive Coaching | CO2 Partners

CO2

B usiness Model Generation caught my eye in a book store in December – It is rare I find myself in book stores anymore given how many books are sent to me as a blogger and my preference in reading on Kindle or IPad. I could see there was something new about this book and how the authors thought about business models.

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When to Restructure | N2Growth Blog

N2Growth Blog

Give me real leaders who possess courage, vision, and a bias toward action, and spare me the timidity of mediocre managers posing as leaders. In today’s post I’ll examine the benefits of, and the need for corporate reengineering… Anybody could be a CEO if business were a static proposition.

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How Dumb Is Your Business?

N2Growth Blog

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.

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Why I Love Starbucks.

Rich Gee Group

They fit perfectly into my business model. I run a 21st century business: I have a home office where I coach. But you can’t argue that they have a compelling model that scared market leaders like McDonald’s and Dunkin Donuts to mimic a lot of their offerings. Then at some point, it all levels/evens out.

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Leadership Self Examination | N2Growth Blog

N2Growth Blog

Perhaps most importantly they have the ability to align interests and sell the vision unifying leadership, management, staff and external stakeholders as well. Want to find out? If you’re looking to benchmark your leadership ability the following self examination will give you a baseline to build from. Section III: Strategy.

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