Gilbert Management Marketing Operations 
Harvard Business Review
JULY 15, 2016
Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. Once one of the most powerful companies in the world, today the company has a market capitalization of less than $1 billion. Why did this happen?
Harvard Business Review
JUNE 17, 2015
This seems to be a key question on the minds of not just marketers, but company strategists these days. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. The Future of Operations.
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Harvard Business Review
FEBRUARY 3, 2015
By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. This article will show you how to reinvent your network, by managing these three critical dimensions.
Harvard Business Review
JANUARY 29, 2013
Yale School of Management Professor Dick Foster notes that a single firm cannot innovate faster than the market in which it participates. The end result too frequently is the market speeds ahead of the autonomous organization. A large company just can't innovate faster than the market. Why is that?
Harvard Business Review
JUNE 10, 2015
Google and its disruptive advertising model leads the pack with a $370 billion market capitalization, but consider also companies like Facebook ($225 billion), LinkedIn ($25 billion), Twitter ($24 billion), TripAdvisor ($11 billion), and Yelp ($3 billion). The combined market value of those four companies? Scripps, McClatchy, and A.H.
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