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? The truth is that great companies are those which can thrive and prosper in the absence of sophistication. Talent is clearly a plus as long as it is a value add and not a business requirement.

Business Model 298

Business Model Brand Blog Supply Chain 298

N2Growth Blog

NOVEMBER 16, 2010

Just because someone says something doesn’t mean it’s true…Moreover just because “Company A&# had success with a certain initiative doesn’t mean that “Company B&# can plug-and-play the same process and expect the same outcome.

Blog 295

Blog Outsourcing Competitive Advantage Innovation 295

Harvard Business Review

DECEMBER 17, 2013

In most fields we add value in the early stages of our careers by getting things done. A coaching client realized that he was running his company as though he were the “Doer-in-Chief,” and this model of leadership had permeated throughout the organization and was holding everyone back. In a word, we’re doers.

Goleman 14

Goleman Supply Chain Leadership Styles McKinsey 14

Harvard Business Review

NOVEMBER 14, 2011

From Alexander the Great to the modern day, the elements of management — from organizational behavior to supply chain management — have made the difference between success and failure. In The Innovator's Dilemma , he looked at why companies struggle to deal with radical innovation in their markets.

Blue Ocean Strategy 15

Blue Ocean Strategy Management Christensen Balanced Scorecard 15

Harvard Business Review

DECEMBER 4, 2017

The company focuses on building environmentally friendly work sites and data centers and improving access to clean energy for all. And as a company with over 2 billion users, and with 80% of our community outside the U.S., Before 2010, most of the energy powering these data centers was coming from coal. Future Economy.

Project 8

Project Energy Policies Efficiency 8

Harvard Business Review

MARCH 5, 2012

We had explained the talent churn away as a consequence of small, sub-optimal, unscalable businesses that failed to give talented managers a vision of personal career growth. This was crazy, we initially thought. The more we probed the more obvious it became that the "excess" diversification was rational when viewed at the right level.

Entrepreneur 16

Entrepreneur Banking Supply Chain Globalization 16

Harvard Business Review

SEPTEMBER 20, 2011

There was little in the way of new industries, companies, jobs, profits, or taxes. A little-recognized NSF report released in September 2010, the 2008 Business R&D and Innovation Survey (BRDIS) , said that only 9% of public and private companies engaged in either product or service innovation between 2006 and 2008.

Innovation 12

Innovation Supply Chain Offshoring Policies 12