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20 Reasons Why Companies Should Do Less Better

In the CEO Afterlife

The seemingly more attractive (and logical) option is to do more and more – the theory being the more markets, products, and businesses a company engages in, the better the results. Strategy tells you what not to do. Farsightedness is essential to effective leadership. Prioritize project lists. This is not true.

Company 177
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How Small Businesses Inspire Big Businesses

Eric Jacobson

Mazzeo : We were continually surprised by the creative strategies that small businesses had developed to compete better in their markets. Panhandle developed its strategy around dealing with this uncertainty. Eric Jacobson on Leadership and Management Leadership Leadership Books Road Side MBA'

Travel 70
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3 Ways to Improve Your Organization’s Culture

CO2

Big producers, wealthy clients, and large deals are all part of who they are and what they project. Their aggressive posture led to significant financial troubles in the market downturn of 2008; in bull markets, though, they tend to fare far better. .” They are driven by performance. That culture can help and it can hurt.

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The Lessons Learned From Small Businesses

Eric Jacobson

Mazzeo : We were continually surprised by the creative strategies that small businesses had developed to compete better in their markets. Panhandle developed its strategy around dealing with this uncertainty. Eric Jacobson on Leadership and Management Leadership Leadership Books'

Travel 75
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“Competitive Intelligence” Shouldn’t Just Be About Your Competitors

Harvard Business Review

For the next year, Jessica Eliasi, then the director of Competitive Intelligence at Mars Chocolate, travelled the world running “competitive simulation” games with local market teams from Russia to Mexico to Turkey to England. She then fed the results as market intelligence input into a senior leadership competitive game.

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The Best Companies Know How to Balance Strategy and Purpose

Harvard Business Review

Before the iPhone was introduced, in 2007, Nokia was the dominant mobile phone maker with a clearly stated purpose — “Connecting people” — and an aggressive strategy for sustaining market dominance. Nokia was so immersed in executing its strategy that it lost sight of its purpose. Insight Center.

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CIOs Must Lead Outside of IT

Harvard Business Review

The CIO paradox is a set of contradictions that lies at the heart of IT leadership. High-performing IT organizations appoint executives to sit at the intersection of business areas and the IT function, helping business leaders to shape their IT strategies and marshaling a technology team to deliver against that demand.

CIO 8