Harvard Business Review
NOVEMBER 30, 2023
This article explores the concept of creative recruitment marketing efforts and its potential to address labor shortages by effectively reaching untapped talent pools, diversifying the talent pipeline, and aligning company values with purpose-driven candidates.
Tanveer Naseer
APRIL 1, 2014
From blue ocean strategy to Michael Porter’s five forces, Vijay Govindarajan’s reverse innovation to Richard D’Aveni’s hypercompetition, great thinkers and their ideas directly effect how companies are run and how business people think about and practice business. Think of Peter Drucker who topped the first Thinkers50 ranking in 2001.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Strategy Driven
OCTOBER 8, 2018
performing entrants in any given market space. And managers who continually ask themselves and their teams what that next logical step to be taken is – and then take it, learn from it and repeat the process – are Iterating. Iteration is the way effective systems solve problems whose solutions are too complex to be predefined.
Harvard Business Review
JULY 2, 2012
And under Ghosn's leadership , Renault-Nissan has proactively embraced frugal engineering and become one of the world's leading producers of both electric cars as well as low-cost vehicles — two of the fastest growing and most promising market segments in the global automotive sector. Ghosn recounts with humor how Dr. V.
Harvard Business Review
JULY 17, 2014
As our economy grows ever more globalized and competition for market share intensifies, companies are under ever-greater pressure to innovate — both to retain market share and to capture new markets in emerging economies and underserved markets.
Harvard Business Review
DECEMBER 8, 2011
The experience gave us some insights into a unique approach to innovation called jugaad , which entrepreneurs and enterprises are practicing in complex emerging markets like India. Jugaad innovators innovate better: Jugaad innovators recognize that consumers in emerging markets are low earners, but high yearners.
Harvard Business Review
AUGUST 27, 2015
So although you might expect that in a hypercompetitive environment, ambitious companies would constantly wrest market share from the leading firms, the reality is quite the opposite. The proportion rose slowly and relatively steadily, reaching 5% by the mid-1990s. It then leapt suddenly to 14% by the 2005–2007 period.
Expert insights. Personalized for you.
26 
Let's personalize your content