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Clout as Strategy and Why Companies Won’t Admit It

LDRLB

We create the seeds, the traits, and crop protection chemicals that help farmers produce more food using fewer resources.” billion in sales) provides huge economies of scale throughout the operation, especially in production, fixed overheads, distribution and marketing. “Better Seed for a Brighter Future. How’s that for spin?

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Clout as Strategy and Why Companies Won't Admit It | In the CEO.

In the CEO Afterlife

We create the seeds, the traits, and crop protection chemicals that help farmers produce more food using fewer resources.” billion in sales) provides huge economies of scale throughout the operation, especially in production, fixed overheads, distribution and marketing. “Better Seed for a Brighter Future. How’s that for spin?

Strategy 131
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Clout as Strategy and Why Companies Won’t Admit It

LDRLB

We create the seeds, the traits, and crop protection chemicals that help farmers produce more food using fewer resources.” billion in sales) provides huge economies of scale throughout the operation, especially in production, fixed overheads, distribution and marketing. “Better Seed for a Brighter Future. How’s that for spin?

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Kodak’s Downfall Wasn’t About Technology

Harvard Business Review

Kodak was so blinded by its success that it completely missed the rise of digital technologies. So, another explanation is that Kodak invented the technology but didn’t invest in it. Maybe in 2010 it would have lured a young engineer from Google named Kevin Systrom to create a mobile version of the site.

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Joint Ventures Reduce the Risk of Major Capital Investments

Harvard Business Review

For instance, the cost of building and equipping a leading-edge semiconductor fab has climbed to $7 billion, as the technology required to make more advanced chips is getting more complex. The common idea behind these models is that the company does not have to be the (full) owner of the asset to be its (sole) operator.

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The Rise of the COO

Harvard Business Review

Of the 97 largest listed companies in the UK and the Eurozone in 2010, only 37 had a COO in their executive ranks. Part of the problem may be in the backgrounds that companies desired: 85% of COOs had experience in operations, strategy, or finance. Few European companies have COOs, although their numbers appear to be growing.

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How to (Gradually) Become a Different Company

Harvard Business Review

The US-based company used to be a diversified industrial group, with activities in all types of glass, chemicals, paints, optical materials, and biomedical systems. PPG (originally “Pittsburgh Plate Glass”) is a splendid example of such a transformation. Allow time and persevere. A core shift takes time for several reasons.

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