N2Growth Blog
AUGUST 14, 2012
By Mike Myatt , Chief Strategy Officer, N2growth. I just finished reading an article where the author (a self professed innovation guru) recommended strategy be aligned with capability, and that to allow ambition to exceed capability is a nothing short of a recipe for disaster. Great leaders aggressively pursue better.
Harvard Business Review
JUNE 10, 2015
Starting his career as a trainee at 7-11, he worked his way quickly through the ranks, gaining a reputation for operational excellence. He was also innovative. Consider the case of Blockbuster , whose CEO John Antioco had proven himself as both a manager and a leader.
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Harvard Business Review
DECEMBER 27, 2017
A new study from the Center for Talent Innovation (CTI) found that, according to the 2015 US government’s definition of disability , a significant portion of the white-collar workforce has a physical or mental impairment that substantially limits a major life activity: 30% of a nationally representative survey of 3,570 white-collar employees.
Harvard Business Review
MARCH 12, 2014
But with the infrastructure and discipline in place, the company needed a leader who could drive innovation-based growth. When Microsoft’s competitors moved into Box 1 with innovative products for the Internet and later the cloud, Ballmer couldn’t drive the necessary innovation and change that Microsoft needed to keep pace.
Harvard Business Review
MAY 27, 2015
We see ourselves as risk-takers and innovators. Over the last six years the federal government funded more than 50 new regional innovation “clusters,” and across America new accelerators and entrepreneurship boot camps are proliferating. In fact, we know a lot about what works from observing this recent experimentation.
Harvard Business Review
MARCH 17, 2011
Once Braun understood this dynamic, it shifted its strategy to focus on beating Remington, which competed in both the foil and rotary markets with lower-priced, lesser quality razors. Braun simplified its merchandising and brand strategy. Braun realized it needed to expand the precision field by targeting college age consumers.
Harvard Business Review
JANUARY 18, 2012
They are innovating in ways that create virtuous circles for a generation or more." In contrast, IBM kept laser-like focus on building the global organization to execute its strategy, and financial results followed. Forward-thinking leaders are not just achieving measurable success in the short-term. It is not about you.
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