Harvard Business Review
JULY 5, 2018
Unlike a pure holding company or a modern hedge fund, the GE model intended to create value by actively sharing capabilities among its disparate businesses, which, with one important exception, were all rooted in manufacturing. It was developed by Japan and South Korea in the 1980s and is used widely by emerging markets from Brazil to India.
Harvard Business Review
OCTOBER 2, 2012
Markets, environments, and technology can change so quickly that no amount of profit today guarantees success tomorrow. Testing, incubating, and investing in alternative models hedges against that possibility. Peter Drucker reportedly once said that the biggest curse for any business was twenty years of success.
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Harvard Business Review
OCTOBER 2, 2012
Markets, environments, and technology can change so quickly that no amount of profit today guarantees success tomorrow. Testing, incubating, and investing in alternative models hedges against that possibility. Peter Drucker reportedly once said that the biggest curse for any business was twenty years of success.
Harvard Business Review
JUNE 12, 2012
Within two years after becoming chief executive of General Electric in 1981, Jack Welch completed one of his most far-reaching initiatives: reducing the number of GE business units from about 150 to 15. In effect, Welch set out to focus the company on the businesses where it had the potential for greatness, and to jettison everything else.
Skip Prichard
JULY 26, 2021
How do you become a market leader in the midst of rapid change? You predict that we will have only 100 dominant players in 50 markets by 2050. In fact, many of their leaders have forgotten how they got there – mission, talent, offering, and markets. Another indication of the speed and extent of dominance is market cap.
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