Remove Consultative Remove Fixed Costs Remove Innovation Remove Management
article thumbnail

During this Crisis, Don’t Expect Business as Usual from the Family Enterprise

Strategy Driven

In the last half-century, the pace of change and the many innovations that have reorganized our behavior in no way compare with the unanticipated situation we now face from the coronavirus pandemic. We simply have no precedent for how to plan for what may come next, or for managing the pace of the upheaval. About the Author.

Crisis 66
article thumbnail

Business Model Generation : Blog | Executive Coaching | CO2 Partners

CO2

(It is useful to to distinguish between two broad classes of business models Cost Structures: cost cost-driven and value-driven from the following categories Cost-driven, Value-driven. Process : This business model design has 5 phases; Mobilize, Understand, Design, Implement and Manage. I really enjoyed this book.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

What BMW’s Corporate VC Offers That Regular Investors Can’t

Harvard Business Review

In 2012, one of us — Gregor Gimmy, a California-based serial entrepreneur and former IDEO consultant — accepted a new role at BMW’s corporate R&D headquarters. Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates.

article thumbnail

Aligning Your Organization with an Agile Workforce

Harvard Business Review

Managers in these companies understand that agile, fast, and lean strategies require that they think in new ways about accessing and leveraging key strategic talent and filling critical gaps in strategic capabilities. ” Most managers would never dream of treating externals like internals. Internal-external competition.

article thumbnail

Telecom's Competitive Solution: Outsourcing?

Harvard Business Review

In response, the management team made a counterintuitive move: It outsourced network installation, maintenance, and service to Ericsson, Nokia, and Siemens, and chose IBM to build and manage its IT systems. The vendors for telecom network management were paid only for the capacity utilized by Bharti Airtel, not for the equipment.