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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. Grow while keeping fixed costs constant. He inherited unhealthy accounting practices, unresolved environmental liabilities, and a board and staff that were denying reality. When he took over, Honeywell was plagued by short-termism.

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How to Prepare Your Supply Chain for the Unthinkable

Harvard Business Review

CEOs can take several measures to tackle the Black Swans that may affect their supply chains. Companies keep costs down by building supply chains that generate economies of scale. That was effective when companies made products in their home markets using locally produced components. Variabilizing costs.

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Don’t Compare Virtual Reality to the Smartphone

Harvard Business Review

While Facebook is still working diligently on mobile applications, CEO Mark Zuckerberg went so far as to hint that the acquisition places the company on the cutting edge for the next pervasive platform: virtual reality. Virtual reality is not a disruption to the computing market, instead it stands poised to disrupt content consumption.

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China’s Slowdown: The First Stage of the Bullwhip Effect

Harvard Business Review

During an economic crisis, the exaggerated decline in orders can be especially damaging to upstream suppliers that have high fixed costs tied to production assets. Ford CEO Alan Mulally tried to mitigate the impending bullwhip during the 2008 financial crisis by imploring the U.S.

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Joint Ventures Reduce the Risk of Major Capital Investments

Harvard Business Review

The latest nuclear reactor designs, promising higher safety, longer operating life, and lower operating costs, cost up to $25 billion after factoring in the huge budget overruns. This all presents CEOs with a tough dilemma.

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Telecom's Competitive Solution: Outsourcing?

Harvard Business Review

Skype , for example, competes with fixed-line carriers by offering free mobile Skype calls. Google has its own contender in the market, Google Voice. Bharti's innovative business model converted fixed costs in capital expenditure to a variable cost based on usage of capacity. The trend is spreading.

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Cool Alone Won't Save Your Company

Harvard Business Review

A succession of CEOs prior to Rick Wagoner (who fought heroically to overcome the dreadful hand he was dealt) allowed all manner of legacy costs to build up (retiree health, Jobs Bank, etc.) and those largely fixed costs were more painful and debilitating if GM shrank in the U.S. market: small and mid-car.

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