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Fueling Innovation: How Microsoft Finally Got It Right

Leading Blog

Of course, part of that entailed reestablishing the company’s reputation for cutting-edge technology. Learn more at innovativeleaderbook.com. * * * Follow us on Instagram and Twitter for additional leadership and personal development ideas. * * * But there was much more than that. To him, Microsoft’s efforts lacked a strong mission.

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Looking For Leadership

N2Growth Blog

News Flash – If you have to look for leadership it doesn’t exist…Today’s post is not going to sit well with many in the leadership profession, but then many of my posts seem to have that effect. In my opinion the practice of leadership identification is simply based upon flawed business logic, and it is make-work in the purest form.

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Kill Your Business Model Before It Kills You

Harvard Business Review

This vignette raises a key leadership question: Why do leaders wait too long to modify or abandon their business models? Similarly, Intuit realized over a decade ago that it could not continue to grow as simply a financial software firm and began to consciously create, acquire, and incubate new businesses.

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Kill Your Business Model Before It Kills You

Harvard Business Review

This vignette raises a key leadership question: Why do leaders wait too long to modify or abandon their business models? Similarly, Intuit realized over a decade ago that it could not continue to grow as simply a financial software firm and began to consciously create, acquire, and incubate new businesses.

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Private Equity’s New Phase

Harvard Business Review

The types of private equity firms and the approaches to managing these firms has evolved over the last 40 years through three general phases. These buy outs shifted agency from owners to managers; “corporate raiders” worked with high-yield debt to fund these turnarounds. How Phase 3 Is Changing PE Companies.

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The Benefits of Taking a Slower Approach to Innovation

Harvard Business Review

In our experience, managers tend to focus their innovation efforts on processes that are either large in scale (new products and business models ) or swift in development (hackathons, rapid prototyping, or emerging platforms). Their extended timelines struggle to weather leadership change. Paul Garbett for HBR.

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Building a Software Start-Up Inside GE

Harvard Business Review

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? It made a massive investment (more than $1 billion) to build a software “ Center of Excellence ” in San Ramon, California to manage the data explosion created by the increasing intelligence of its industrial machines.