Harvard Business Review

FEBRUARY 17, 2012

As product is sold, some of the initial working capital that SHE puts up is paid back, with the entrepreneurs eventually owning their local franchises. In turn, SHE reinvests its profits in new geographies or other disruptive enterprises. I've found," says Scharpf, "that the common language is the one of emotion.".

Franchising 13

Franchising CEO GDP Entrepreneur 13

Harvard Business Review

SEPTEMBER 5, 2016

Its CEO, John Fallon, says of this approach, “It is by having a bigger impact on education — measured by expanding access and improving outcomes — that we will make Pearson a faster-growing and more sustainably profitable company.” Making PbR Work. ” U se of digital technology. ” Health care.

Incentives 8

Incentives Health Care Education Insurance 8

Harvard Business Review

SEPTEMBER 4, 2017

Every winter, my colleagues and I invite CEOs of some of the world’s largest businesses to join our students at Stanford University. Invariably, each CEO we host recognizes two truths: Digital disruption will reshape their industry in one fashion or another and they must find a way to embrace these changes. They are asset-light.

Christensen 8

Christensen Finance Innovation B2B 8

Harvard Business Review

MAY 8, 2012

telecom carriers face daunting challenges from device makers, content providers, social networks, and an array of disruptive technologies. Due to huge capital requirements, these investments could exert considerable pressure on the working capital of the carrier company. In the U.S.,

Outsourcing 10

Outsourcing Wireless Telecommunications Core Competence 10