The Empowered Buisness
JUNE 16, 2015
You expect or foresee major changes in the internal and/or external environment of your business sector over the next year or so. Your management team struggles to identify and reach consensus on key issues and clear goals for the future. The resulting strategies are viewed as the highest-level organizing principles for the business.
Harvard Business Review
DECEMBER 17, 2014
Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. Business models that can prosper at structurally lower price points are the engines that power true market disruption.
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Harvard Business Review
FEBRUARY 25, 2014
That was the general consensus after one of my favorite HBS classes: an entrepreneurship case on a company called Tickle. The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. “I’m so glad we read that case — I’m NEVER going to start a company.”.
Harvard Business Review
APRIL 26, 2013
There''s no doubt that people inside large companies over-engineer business plans, but don''t let the pendulum swing too far the other way. My colleague Mark Johnson notes how a company''s business model eventually leads to a set of implicit rules, norms, and metrics that govern its operation.
Harvard Business Review
OCTOBER 9, 2014
Most pundits, however, jumped over the details of the contact to point out that United Launch Alliance (ULA) will use engines made by Bezos’ Blue Origin. Priorities develop to reflect a company’s business model and over time become enshrined in the company’s culture. Priorities are even more deeply rooted in an organization.
Harvard Business Review
DECEMBER 21, 2010
Each of the industries that have sprung up around these innovations has become an engine for America's economic growth. Their lobbying and advertising have made it practically impossible to form political consensus. The builders of every technical revolution — engineers — are being turned out at incredible rate in China.
Harvard Business Review
OCTOBER 4, 2011
Usually when people talk of DNA they're raising questions of corporate culture: Does the company rely on consensus among managers or are strategies and tactics directed from the top? In a company setting, that would be the economics of its business model. How does the company deal with dramatic change?
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