Books Management Operations Working Capital 
Harvard Business Review
NOVEMBER 23, 2010
The Conversation Blogs The Conversation Artisans Must Balance the Books 8:12 AM Tuesday November 23, 2010 by Ndubuisi Ekekwe | Comments () Email Tweet This Post to Facebook Share on LinkedIn Print The boy was 11 years old when his father took him to live with a kinsman, a businessman with many shops in Lagos, Nigeria.
Harvard Business Review
NOVEMBER 23, 2010
He started very well, but as soon as his cash flow improved, financial burdens from family systems stifled his operations. As more people depended on him, he spent his working capital, and the business failed. Most African artisans do not bank because of the fees associated with operating current accounts.
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Strategy Driven
MARCH 18, 2011
This book helps you identify your firm’s distinctive blend of strategic direction and differentiated capabilities that give you the ‘right to win’ in your chosen markets. Companies today operate in a business environment that encourages incoherence. We call this measure the ‘coherence premium.’
Harvard Business Review
SEPTEMBER 7, 2012
Heffington, working with Steve Curnutte, a restructuring advisor, realized that as new orders poured in, it became difficult to establish the true cost of fulfilling them. And, because credit was readily available to cover the growing need for working capital, it was easy to ignore the sizable number of unprofitable and late paying customers.
Harvard Business Review
DECEMBER 7, 2010
Since it's beginning in 2003, Davide Oldani's Ristorante D'O has managed to stay profitable in a sustained fashion. Unlike Ferran Adria's El Bulli in Catalonia, D'O doesn't operate at a loss. Operating such restaurants is expensive. Oldani has created a Michelin restaurant for the masses by working on two fronts.
Harvard Business Review
SEPTEMBER 4, 2017
They’ve read Christensen’s book The Innovator’s Dilemma. The answer may be that the innovator’s dilemma is no longer the only paradox at play in innovation management. For managers of industrial-era organizations, the economics of investing in disruptive opportunities were vexing. The Old Dilemma.
Harvard Business Review
MARCH 28, 2016
Both associations managed their brands and ran the clearing and settlement systems for banks that issued cards or helped merchants accept cards. These card networks were allowed to charge their members just enough to cover cost and provide working capital. MasterCard IPO’d in 2006, and Visa followed two years later.
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