CO2
JANUARY 2, 2011
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.
Harvard Business Review
MAY 25, 2011
From our research on leading businesses and corporate foundations worldwide for Do More Than Give: The Six Practices of Donors Who Change the World , we've learned that companies can leverage their know-how, their social and business networks, and even their core business models to make a bigger difference.
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Harvard Business Review
JULY 1, 2014
A role is defined by contractual and business relationships within an industry – being an aftermarket parts manufacturer, for example – whereas an activity is an essential and indispensible function within the broader ecosystem based around a set of specialized capabilities.
Harvard Business Review
FEBRUARY 14, 2012
In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. Witness Chris Lazslo's work on sustainable value , and Michael Porter's theorizing about shared value. The change has not gone unremarked by management's leading thinkers.
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
MAY 3, 2018
By default, the two gold coasts have a self-sustaining edge: They have accumulated massive value, wealth, and power through the winner-take-all economics that govern many digital business models. From 2010 to 2017, the market cap of GAFAM companies increased by $2.6 Winner-take-all economics favored the companies in the U.S.
Harvard Business Review
JANUARY 27, 2012
The panel made one thing clear: just when any sensible person might have concluded that e-commerce business models had finally reached maturity, we are witnessing a veritable explosion of new ones. I suspect that the nearly 4,000 registrants attending our "intimate" session would have agreed.
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