2010 Marketing Politics Sharpe 
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? It applies to your branding, marketing, supply chain, and ultimately to your customer base. Here is a simple rule of thumb…the bigger the key man policy the less scalable the company is.
Women on Business
JANUARY 24, 2011
Being sharp means being succinct. Evaluate organizations online: their mission, major products/markets, history, and biographies of key participants. If you rely on searches for your background research, so will those you work with (if they are sharp). Base marketing initiatives on shared values and multiple-agendas.
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Chris Brady
NOVEMBER 18, 2010
» November 18, 2010 Swagger Wagon Okay, time to lighten things up around here. Besides, I truly appreciate good marketing, and this is creative stuff! Still, all the great marketing in the world wont make a mini van cool. Posted by: bcampau | November 18, 2010 at 03:06 PM That is fantastic!!! Just sayin.
Harvard Business Review
DECEMBER 1, 2011
Corporate executives with risk exposure in China would do well to follow the Chinese stock market very carefully as it is one of the best leading indicators of business conditions over the next one to four quarters. And right now, the Chinese stock market continues to flash multiple warning signs of a sharp economic slowdown.
N2Growth Blog
OCTOBER 21, 2010
Those who place the care and regard of others above advancing their personal, positional, professional or political agendas will garner trust, respect and influence. “Those who place the care and regard of others above advancing their personal, positional, professional or political agendas will garner trust, respect and influence.”
N2Growth Blog
DECEMBER 30, 2010
Thanks for a wonderful 2010. All the rest of this stuff is just politics and money." Now both my sons are doing the tough balancing act, but their priorities are keeping their leadership skills sharp – leading family and companies. Great professional achievements are tarnished against a backdrop of personal failure.
Harvard Business Review
MARCH 23, 2011
The answer is the sharp and unexpected rise of existential risk. Every half century or so, the risk assumptions underlying our economic, social and political foundations change dramatically. For a number of reasons, the size, complexity scale and symmetry of risk are vastly different in 2011 than 1991.
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