N2Growth Blog
APRIL 29, 2021
When put to work, new technologies create many positive ripple effects on the global market, spawning some of today’s most exciting new businesses, even creating whole new industries and movements around them. Innovation is doing new things.” – Theodore Levitt. It takes a unique mindset to execute them. .
LDRLB
AUGUST 13, 2012
As industrial age work transitioned to knowledge work, many began to question whether or not incentives would stay effective. These findings have some interesting implications for managing performance. He writes, speaks, and serves on the faculty of management at Oral Roberts University’s College of Business.
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Mark Sanborn
FEBRUARY 19, 2019
” Theodore Levitt said, “The future belongs to those who see opportunities before they become obvious.” As you learn, keep asking yourself “What are the implications for my career, my industry and my life?” In the process, he became an expert in areas outside his specialty of management.
Harvard Business Review
OCTOBER 16, 2012
Harvard Business Review was launched precisely 90 years ago this month with an ambitious agenda — to produce a "business theory," based on rigorous research, to help managers run their companies more effectively. And like the rest of the media world, we rely on the metrics of our industry. We are also, of course, a business.
Harvard Business Review
JULY 11, 2011
It's hard to overestimate the influence Ted Levitt's "Marketing Myopia" has had on the world of marketing and beyond. Why has "Marketing Myopia" lasted so well over a 50-year-period when so many management big ideas have gone the way of the failed industries Levitt cites in his classic? Its clarity and its ambition.
Harvard Business Review
JANUARY 13, 2014
In 1960, marketing legend Ted Levitt provided perhaps his seminal contribution to the Harvard Business Review : “ Marketing Myopia.” To avoid that, Levitt exhorted leaders to ask themselves the seemingly obvious question – “What business are you really in?” Embrace your organization’s humanity.
Harvard Business Review
MAY 5, 2016
Aggravated and depressed by the decline of their core memory business in the 1980s, Intel’s top management struggled for strategic clarity. Grove’s 1980 question remains as ruthlessly relevant to C-suites as Ted Levitt’s 1960 classic, “What business are you in?” Profitable customers matter most.
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