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Ever since I started blogging about leadership and strategy, I’ve been harping about the notion of “doing less, better” as a business modus operandi. We use to call them SBU’s, strategic business units. Last year, Booz & Company conducted a broad study amongst 1,800 executives on the power of focus in business. Wall Street is against the idea. They think companies have to “do more and more” to get bigger and bigger. MORE
Ever since I started blogging about leadership and strategy, I’ve been harping about the notion of “doing less, better” as a business modus operandi. We use to call them SBU’s, strategic business units. Last year, Booz & Company conducted a broad study amongst 1,800 executives on the power of focus in business. Wall Street is against the idea. They think companies have to “do more and more” to get bigger and bigger. MORE
In the CEO Afterlife
MARCH 11, 2012
Ever since I started blogging about leadership and strategy, I’ve been harping about the notion of “doing less, better” as a business modus operandi. We use to call them SBU’s, strategic business units. Last year, Booz & Company conducted a broad study amongst 1,800 executives on the power of focus in business. Wall Street is against the idea. They think companies have to “do more and more” to get bigger and bigger.
In the CEO Afterlife
MARCH 11, 2012
Ever since I started blogging about leadership and strategy, I’ve been harping about the notion of “doing less, better” as a business modus operandi. We use to call them SBU’s, strategic business units. Last year, Booz & Company conducted a broad study amongst 1,800 executives on the power of focus in business. Wall Street is against the idea. They think companies have to “do more and more” to get bigger and bigger.
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