2011 Crisis Development Supply Chain 
N2Growth Blog
MAY 16, 2010
The dumb factor not only applies to talent, capital, and technology, but it also extends throughout the entire value chain. 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.
Harvard Business Review
SEPTEMBER 9, 2015
For the last two months, global supply chains have been experiencing the first stage of a bullwhip effect triggered by uncertainties about the severity of China’s economic slowdown. In the context of a normal economy with modest demand volatility, the bullwhip effect causes volatility to vary across the tiers of a supply chain.
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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.
Harvard Business Review
MAY 31, 2011
So far, 2011 has been a remarkable year. With events like those that have changed the power dynamics throughout the Arab world, or the tsunami in Japan that disrupted many global supply chains, it's easy to think that the world is becoming ever more connected and interdependent.
Strategy Driven
DECEMBER 3, 2019
These revolutionary developments required equally revolutionary changes, including more truly global firms, whole new industries, new ways of organizing enterprises (think first GM and then GE), new ways of working (email, virtual global teams), and more. Levine is an expert on lean and agile software development and information technology.
Harvard Business Review
FEBRUARY 24, 2012
Trouble is, two recessions in 10 years have cut the capital fuel supply to the tech-company-creation engine. By 2011 , only three out of the top 10 industries that received 90% of PE funding were industries that tended to build products in the United States. Where did all that money go? based labor. manufacturing jobs.
Harvard Business Review
OCTOBER 4, 2011
We counter that managers who would see their businesses survive the next few decades of extreme economic volatility will need to develop some literacy about oil and its complex relationships with the economy. We know that the economy fell on its face at $147 per barrel in 2008, and brought growth to a halt in 2011 at $120.
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