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Building a Software Start-Up Inside GE

Harvard Business Review

This means that many organizations and their leaders are running as fast as they can to quickly build their software capabilities. CEO Jeff Immelt declared in 2011 that GE needed to become a software and analytics company or risk seeing its hardware products become commodities as information-based competitors took over.

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The Right and Wrong Ways to Regulate Self-Driving Cars

Harvard Business Review

This means self-driving cars have shifted from a period of wild experimentation directly to market adoption — what Paul Nunes and I describe in our 2013 HBR article as “big bang” disruption. Plus, the rise of mobile phones is being blamed for a new spike in U.S. traffic deaths.

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Customer Reference Programs at The Tipping Point

Harvard Business Review

Is your firm ready for this new age of peer-to-peer marketing? How long does it take our social media, PR or marketing people to find our customer advocates when they're needed to rebut a critique or attack, or talk to a media interviewer? Let's say you're preparing for a major product or service launch.

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Customer Reference Programs at The Tipping Point

Harvard Business Review

Is your firm ready for this new age of peer-to-peer marketing? How long does it take our social media, PR or marketing people to find our customer advocates when they're needed to rebut a critique or attack, or talk to a media interviewer? Let's say you're preparing for a major product or service launch.

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Does Your CEO Really Get Data Security?

Harvard Business Review

Nothing about markets or strategies — CEOs have canned answers for that kind of thing. billion bid to acquire the Huiyuan Juice Group, the largest such acquisition of a Chinese firm at the time, was derailed when an executive opened a spear-phishing email containing a link to key-logging software. You''d want to make it count.

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Remembering Ronald Coase

Harvard Business Review

The earlier essay, "The Nature of the Firm," is justly famous for its introduction to economic literature of the concept of market friction, or what Coase called "transaction costs." Transaction costs, Coase argued, explained why some interactions were left to the market and others were internalized in increasingly large, complex enterprises.

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